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eCORNELLOnLine Training& ProfessionalDevelopment

• No pre-requisites• No travel - continue working

while you train • Interact with professionals from

around the world• Advance individual performance

and organizational capabilities

2007-2008

What’s your course?Financial Management

Human Resources Management

Leadership and Strategic Management

Management Essentials

Hospitality & Foodservice Management

eCornell delivers online training the way you have always wanted it – Interactive, Powerful, Convenient. Choose from 67 courses and 20 business certifi cates. All world class. All Ivy league quality. And all featuring content that can be successfully completed by anyone with a high school diploma, university degree or years of business experience.

You will especially like that you can keep working while you complete your eCornell training. That’s because the around-the-clock, around-the-world access allows you to study when and where you want along with other students from Toronto to Tokyo. Dedicated online instructors lead the learning process and technical support is available by phone and email. In short, eCornell – a wholly owned subsidiary of Cornell University – is the better way to advance individual and organizational performance.

eCornell is already enjoying success around the world because it meets – and exceeds – the workplace training needs of senior level leadership, mid management, supervisors and emerging managers, human resources staff and high potentials within organizations. Why not you?

The next generation of training and development

You are not satisfi ed with the “same-old, same-old”. You know that gaining a competitive edge means being the fi rst to see opportunity. And you understand that it is no longer necessary to deal with the (direct and indirect) costs and limitations of classroom based learning. Why? Because world-class, Ivy-League-Quality work place learning comes to you from eCornell. No travel time. No fi xed schedules. And, most important, little or no interruption of your business and personal life. Instead, you choose when and where to take any one of eCornell’s 67 courses and 20 business certifi cates (see Course descriptions for start dates) – all authored and designed by one or more Cornell University faculty members.

92 Percentage of eCornell students complete their course – two to three times the e-learning norm

1

Contents

Certificate Descriptions

Executive Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Change Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Leading Management Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Business Leadership Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Financial Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Supervisory Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Management Essentials: Managing Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Management Essentials: Interviewing and Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Management Essentials: Managing Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Human Resource Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Strategic Human Resources Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Human Resources: Benefits and Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Human Resources: Selection and Staffing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Human Resources: Foundations of Employee Relations . . . . . . . . . . . . . . . . . . . . . . . . . . 23Human Resources: Performance Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Systems and Processes for HR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Foodservice Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26Master Certificate in Foodservice Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Master Certificate in the Essentials of Hospitality Management . . . . . . . . . . . . . . . . . . . 28Certificate in Hospitality Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Certificate in Hotel Revenue Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Course Descriptions

Leadership & Strategic Thinking

LSM502 Strategic Thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31LSM503 Scenario Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31LSM506 Executive Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32LSM507 Leading Through Creativity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32LSM509 Unlocking Your Leadership Potential . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 LSM510 Overcoming Challenges for Leaders and Their Teams . . . . . . . . . . . . . . . . . 33IRSM509 Developing An Agenda for Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34ILRMS510 Mapping the Political Terrain of Allies and Resistors . . . . . . . . . . . . . . . . . . 34ILRSM511 Negotiating Support and Buy-In For Your Agenda. . . . . . . . . . . . . . . . . . . . 35ILRSM512 Mobilizing for Coalition for Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35ILRSM513 Establishing Momentum: Managing Structure, Resources,

& Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36ILRSM514 Sustaining Momentum: Motivating Through Vision, Culture,

& Political Agility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36






eCornell delivers online training the way you have always wanted it – Interactive, Powerful, Convenient. Choose from 67 courses and 20 business certificates. All world class. All Ivy league quality. And all featuring content that can be successfully completed by anyone with a high school diploma, university degree or years of business experience.




You are not satisfied with the “same-old, same-old”. You know that gaining a competitive edge means being the first to see opportunity. And you understand that it is no longer necessary to deal with the (direct and indirect) costs and limitations of classroom based learning. Why? Because world-class, Ivy-League-Quality work place learning comes to you from eCornell. No travel time. No fixed schedules. And, most important, little or no interruption of your business and personal life. Instead, you choose when and where to take any one of eCornell’s 67 courses and 20 business certificates (see Course descriptions for start dates) – all authored and designed by one or more Cornell University faculty members.


3

Contents

Financial Management

HAME507 Mastering the Time Value of Money . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37HAME508 Making Capital Investment Decisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37HAME513 Understanding Financial Statements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38HAME514 Using Ratio Analysis to Evaluate Financial Performance . . . . . . . . . . . . . . . 38


HAME504 Understanding Team Dynamics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39HAME505 Facilitating Group Discussions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39HAME506 Improving Personal & Workgroup Productivity . . . . . . . . . . . . . . . . . . . . . . 40HAME511 Managing Change Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40ILRMD501 Selection Requirements and Communications Skills for Interviewing . . . . . 41ILRMD502 Legal and Unbiased Interviewing & Selection . . . . . . . . . . . . . . . . . . . . . . . 41ILRMD503 Overcoming Barriers to Successful Management . . . . . . . . . . . . . . . . . . . . 42ILRMD504 Leading People to Higher Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42ILRMD505 Legal Issues in the Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43ILRMD506 Preventing and Addressing Inappropriate Workplace Behavior. . . . . . . . . . 43ILRMD507 The Power of Managing Your Time and Personal Priorities . . . . . . . . . . . . . 44ILRMD508 Managing People Issues to Stay Focused on Priorities . . . . . . . . . . . . . . . . 44ILRMD509 The Impact of Personality Styles on Communication. . . . . . . . . . . . . . . . . . 45ILRMD510 Managing Communication Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45ILRMD511 Managing Performance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46HAME518 Creating Service Cultures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46HAME519 Secrets of Phenomenal Customer Service . . . . . . . . . . . . . . . . . . . . . . . . . . 47


ILRHR501 Issues and Concepts in Equal Opportunity Law. . . . . . . . . . . . . . . . . . . . . . 48ILRHR502 Employment Laws for the HR Professional . . . . . . . . . . . . . . . . . . . . . . . . . 48ILRHR503 Fundamentals of Retirement Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49ILRHR504 Fundamentals of Welfare and Flexible Benefits. . . . . . . . . . . . . . . . . . . . . . 49ILRHR505 Organizational Culture and Work/Life Balance . . . . . . . . . . . . . . . . . . . . . . 50ILRHR506 Communicating and Coaching and Counseling for Improved Performance . 50ILRHR507 Applying a Compensation Model: Internal and Legal Considerations . . . . . 51ILRHR508 Expanding the Compensation Model: External

and Structural Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51ILRHR509 Selection and Staffing: The Selection Process . . . . . . . . . . . . . . . . . . . . . . . 52ILRHR510 Selection and Staffing: The Staffing Process . . . . . . . . . . . . . . . . . . . . . . . . 52ILRHR511 Assessing, Designing and Implementing Performance

Management Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53ILRHR512 Achieving Year-Round Performance Management and Appraisal . . . . . . . . 53 ILRHR513 Internal Consulting Skills for Human Resource Professionals . . . . . . . . . . . 54ILRHR551 Human Resources Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54ILRHR552 Aligning HR Strategy and Organizational Strategy . . . . . . . . . . . . . . . . . . . 55ILRHR553 Diversity and Inclusion for Bottom Line. . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

To order: call 1-866-607-0876 or visit our web site: www.earningthroughlearning.com

Contents

ILRHR554 Building a Talent-Management Culture. . . . . . . . . . . . . . . . . . . . . . . . . . . . 56ILRHR555 Measuring HR’s impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56ILRHR556 Employee Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57ILRSM501 Achieving High-Performance Work Practices. . . . . . . . . . . . . . . . . . . . . . . . 57ILRSM502 Managing Employment Issues in a Global Context . . . . . . . . . . . . . . . . . . . 58ILRSM503 Alternative Dispute Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58ILRSM504 Systems and Strategies for Managing Organizational Conflict . . . . . . . . . . 59

Hospitality and Foodservice Management

SHA01 Managing People More Effectively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60SHA02 Marketing Analysis in the Hospitality Industry . . . . . . . . . . . . . . . . . . . . . . 60SHA03 Principles of Financial Accounting in the Hospitality Industry . . . . . . . . . . . 61SHA04 Managing Dynamic Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61SHA05 Marketing Planning in the Hospitality Industry . . . . . . . . . . . . . . . . . . . . . . 62SHA06 Managerial Accounting in Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62SHA07 Foodservice Management Systems: Issues and Concept . . . . . . . . . . . . . . . 63SHA08 Foodservice Management Systems: Operations . . . . . . . . . . . . . . . . . . . . . 63SHA09 Developing a Baseline for Restaurant Revenue Management. . . . . . . . . . . 64SHA10 Developing and Implementing a Strategy for Restaurant

Revenue Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64HAME515 Data Gathering Analysis in the Hospitality Industry . . . . . . . . . . . . . . . . . . 65HAME516 Statistical Decision Making for Hospitality Managers . . . . . . . . . . . . . . . . . 65SHA531 Introduction to Hotel Revenue Management . . . . . . . . . . . . . . . . . . . . . . . 66SHA532 Forecasting and Availability Controls in Hotel Revenue Management . . . . 66SHA533 Pricing and Distribution Strategy in Hotel Revenue Management. . . . . . . . 67SHA534 Overbooking Practices in Hotel Revenue Management. . . . . . . . . . . . . . . . 67SHA535 Non-Traditional Applications of Hotel Revenue Management. . . . . . . . . . . 68

Choose from any of our leading Certificate programs and more than 60 market-tested courses. Offer limited to catalogue holders who call 1-866-607-0876 and request the

10% discount on their first order of an eCornell course or certificate. One per customer. Cannot be combined with any other offer.

10% CatalogueDiscount












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No Pre-Requisites. No Chalkboard. No Classroom.All you need is an internet connection and a computer.

Introducing eCornell online trainingThe most comprehensive online training and professional development curriculum offered by one of the world’s top rank universities.






eCornell delivers online training the way you have always wanted it — Interactive, Powerful, Convenient. Choose from 67 courses and 20 business certificates. All world class. All Ivy League quality. And all training can be successfully completed by anyone with a high school diploma, university degree or business experience.




You are not satisfied with the “same-old, same-old”. You know that gaining a competitive edge means being the first to see opportunity. And you understand that it is no longer necessary to deal with the (direct and indirect) costs and limitations of classroom based training. Why? Because world-class, Ivy-League-Quality workplace training comes to you from eCornell.

With eCornell, there is no travel time, no fixed schedule, and, most important, little or no interruption of your business and personal life. Instead, you choose when and where to take any one of eCornell’s 67 courses and 20 business certificates (see Course descriptions for start dates) – all authored and designed by one or more Cornell University faculty members.

92 Percent of eCornell students complete their training - two to three times the e-learning norm.

5To order: call 1-866-607-0876 or visit our web site: www.earningthroughlearning.com

Patent-pending, problem-based business training eCornell training, led by live expert facilitators, are delivered in virtual classrooms where participants interact with a defined group of peers, but are not required to be online at the same time. The instructor, who expertly tailors the training experience to the needs of each participant, guides the cohort through scenario-based training featuring authentic problem situations and case studies. Learning happens through interaction and collaboration - a dynamic, creative process that involves the exchange of ideas, not simply the accumulation of fact. Plus every participant is connected to the knowledge and resources of a leading global research university. Upon successful completion of individual courses you will receive a letter of completion. Upon successful completion of certificates you will receive a frame-able Ivy League Professional Development certificate from Cornell University.

eCornell courses feature our patent-pending approach to problem-based training, created to build knowledge and skills, using online case studies, interactive exercises, and simulations based on authentic, relevant, and “real-world,” situations. Training materials and technical support (online and telephone) are available worldwide 24/7 – which means you can train when and where you want. For example, you could start a course in one city, do some work while flying to another city, exchange ideas with other members of your cohort while waiting for the return flight, and finish up when you get home. AccreditationCertificates, CEU credits, and other industry-specific recertification credits ensure that eCornell professional and executive training and development will enhance your career and your organization’s capabilities.

Why leading organizations around the world choose eCornelleCornell is a market-tested training solution that meets – and exceeds – the workplace training needs of senior level leadership, mid management, supervisors and emerging managers, human resources staff and high potentials within organizations.

Leading corporations with global operations choose eCornell because their employees can continue working while taking eCornell courses, such as Leading People to Higher Performance, Organizational Culture and Work/Life Balance, and Hospitality Management.

93 Percent of eCornell customers rate their overall experience as good to excellent.













7

Organizations with multiple locations choose eCornell because “time and space” are not limitations. For example, all of the executives in an organization could take the Executive Leadership Certificate program at different times and from multiple locations. How? Training and competency assessments can be completed at the time and place that suits each participant (and meets the deadline for submission). The interaction happens (over a prescribed time period) on a Bulletin Board, where participants post comments and observations related to their area of development. Other participants can log in at their convenience to view the comments, offer a response or react to a follow-up by the instructor. Put simply, the entire cohort of participants work together without having to be together.

eCornell instructors expertly tailor the training experience to the needs of each individual. For example, eCornell instructors will work with you to create customized discussions that align the content of the training with your organization-specific objectives and issues.

Plus you have the option of requesting a “Dedicated Section” for the employees in your organization. In this format, your executives, managers and employees can train in a customized and private “virtual classroom” environment that allows strategy development without the fear of confidentiality breeches. You can even arrange for the learning session to be co-led by one your training specialists, corporate executives or managers. Yet another option is to join a cohort of peers from a variety of organizations to learn from the experiences and ideas of others.

Your mandate isn’t to find professional development in Canada. Your mandate is to find market-tested professional development that is affordable, applicable and measurable – exactly what you can expect from eCornell, whether you choose individual training courses, business certificates or a customized, top-to-bottom enterprise solution involving your senior executives and top managers.

“I was very impressed with all aspects of the course, including the

presentation, the instructor, the discussions, and the ease of technical

use. This program is exactly what I was looking for – an affordable online

certificate program in HR. I consider myself lucky to have found it.”

– eCornell student

95 Percent of eCornell customers say the training is applicable to their job responsibilities.


Proof eLearning works

Online training is becoming the favoured choice of any organization with ongoing workplace training needs. For example, a 2006 survey by the Canadian Society for Training and Development found that e-learning was an organizational priority for 40% of the responders. For example, here is what Kristen Clark, Director, Organizational Capability, Starwood Hotels, says about eCornell:

“The eCornell program has been a resounding success at Starwood Hotels and Resorts.

Our associates love that they can tailor their development to their individual needs and interests, and in a timetable that is convenient.”

One major hotel has arranged for 2,800 of its employees to take 5,500 eCornell courses. Demand for eCornell business certificates is also growing, with one major IT company having ordered more than 100 business certificates from eCornell for its employees. There is no better proof that eCornell is market proven and can be implemented at a fraction of the cost of an in-house elearning program.

Look who’s using eCornell training

• AXA Financial, Inc. • International Monetary Fund

• Boeing Company • Intrawest

• Computer Sciences Corporation • March of Dimes

• Diageo North America • McDonald’s Corporation

• FedEx Corporation • PepsiAmericas, Inc.

• Four Seasons Hotels, Inc. • Starwood Hotels & Resorts Worldwide, Inc.

• IBM Corporation • Unilever

• Intel Corporation • Wal-Mart Stores, Inc.

eCornell – wholly-owned by an Ivy League institution

eCornell, established and wholly owned by Cornell University, offers unmatched online professional and executive development programs; offered by one of the world’s top ranked institutions.

Every eCornell participant enjoys engaging, rigorous and interactive training, thanks to the close collaboration between Ivy League faculty and online training experts.

eCornell – the better way to advance individual and organizational performance.


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Four-course certificate, 24 hours of training $2149.00CAD Executive Leadership

In an economy governed by uncertainty, increasing competitive threats, and expanding global opportunities, Executive Leadership provides leaders with the skills necessary to differentiate their organization from their competitors, evaluate strategic options, and foster a culture of innovation and creativity.

This four-course series has its roots in the Executive Education programs at Cornell’s Johnson Graduate School of Management and the School of Hotel Administration. The course content has been honed through the authoring faculty’s experience with major corporate clients and develops the skills critical to effective corporate leadership: the ability to think and plan strategically, make good decisions, and innovate.

In this series, participants develop an industry assessment analysis using Porter’s Five Forces model, create a competitive analysis of their firm, apply the scenario-planning process to their industry and organization, identify trend indicators to monitor, and outline key success factors and core competencies specific to their industry. In addition, they practice the following skills:

• Critically evaluating information• Assessing the environmental factors that shape a company’s actions and options• Generating new ideas for innovation in their organization• Using both informal and formal mathematical methods for optimizing decision making

Ideal For

Managers at all levels of the organization, as well as directors and company officers who are responsible for making their organization a leader in its industry.

Certificate Courses

LSM502 Strategic Thinking LSM503 Scenario Planning LSM506 Executive Decision Making LSM507 Leading Through Creativity

See course descriptions for start dates.

Accreditation

Participants who successfully complete the four courses in the series receive an Executive Leadership Certificate from Cornell University.

Professional Recertification

The courses in the certificate series provides 24 hours of Professional Development. For more information about certification or recertification, please contact your professional association.

9

Four-course certificate, 24 hours of training $2149.00CADExecutive Leadership

In an economy governed by uncertainty, increasing competitive threats, and expanding global opportunities, Executive Leadership provides leaders with the skills necessary to differentiate their organization from their competitors, evaluate strategic options, and foster a culture of innovation and creativity.

This four-course series has its roots in the Executive Education programs at Cornell’s Johnson Graduate School of Management and the School of Hotel Administration. The course content has been honed through the authoring faculty’s experience with major corporate clients and develops the skills critical to effective corporate leadership: the ability to think and plan strategically, make good decisions, and innovate.

In this series, participants develop an industry assessment analysis using Porter’s Five Forces model, create a competitive analysis of their firm, apply the scenario-planning process to their industry and organization, identify trend indicators to monitor, and outline key success factors and core competencies specific to their industry. In addition, they practice the following skills:

• Critically evaluating information• Assessing the environmental factors that shape a company’s actions and options• Generating new ideas for innovation in their organization• Using both informal and formal mathematical methods for optimizing decision making

Ideal For

Managers at all levels of the organization, as well as directors and company officers who are responsible for making their organization a leader in its industry.

Certificate Courses

LSM502 Strategic Thinking LSM503 Scenario Planning LSM506 Executive Decision Making LSM507 Leading Through Creativity


Accreditation

Participants who successfully complete the four courses in the series receive an Executive Leadership Certificate from Cornell University.




Four course certificate, 24 hours of training $2,140.00 CADProactive Leadership

Cornell University’s Certificate in Proactive Leadership develops skills and outlines processes critical to executing initiatives in corporate, not-for-profit, or public organizations.

This four-course certificate series focuses on how to get things done in organizations: how to create change and build support. It develops the skills necessary to lead proactively, become a consensus builder, and mobilize action. The ability to execute in organizations is the difference between successful initiatives and failures. The skills and processes developed in this series will enable leaders to identify opportunities for effective action and shepherd them from concept to execution.

Ideal For

Managers and leaders at all levels of public, private, and not-for-profit organizations who are charged with devising and executing business plans, strategies, and corporate initiatives.

Certificate Courses

ILRSM509 Developing an Agenda for Action ILRSM510 Assessing Allies and Resistors ILRSM511 Negotiating Support for Your Agenda ILRSM512 Leading Your Coalition


Accreditation

Participants who successfully complete all four courses in this certificate series receive a Certificate in Proactive Leadership from Cornell University.



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Six course certificate, 36 hours of training $3,299.00 CADChange Leadership

Cornell University’s Certificate in Change Leadership prepares managers to both create change in their organizations, and sustain momentum for that change over the long-haul.

The first four courses in this certificate are dedicated to the leadership process of converting an idea into action. These courses will help develop the political competencies of influence, negotiation, and organizational awareness in order to identify opportunities for change, negotiate support for an initiative, and mobilize action to ensure that the change initiative is implemented.

The last two courses focus on establishing and sustaining the four dimensions of momentum to ensure long-term success. The courses will help develop the managerial competencies of organizing resources, motivating and directing others, managing performance and achievement, leading through culture, managing conflict, and developing political and organizational agility.

Ideal For

Managers and leaders at all levels of public, private, and not-for-profit organizations who want to create and sustain change in their organizations.

Certificate Courses

ILRSM509 Developing an Agenda for ActionILRSM510 Assessing Allies and ResistorsILRSM511 Negotiating Support for Your AgendaILRSM512 Leading Your CoalitionILRSM513 Establishing Momentum: Managing Structure, Resources, and Performance ILRSM514 Sustaining Momentum: Motivating through Vision, Culture, and Political Agility


Accreditation

Participants who successfully complete all six courses in this certificate series receive a Certificate in Change Leadership from Cornell University.




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Six course certificate, 36 hours of training $3,499.00 CAD

LeadingManagement

TeamsThis six-course certificate series, authored by management faculty at Cornell University, is grounded in research and the authoring faculty’s experience with major corporate clients. The course content is designed to develop practical and applicable skills essential to managers charged with forming and sustaining high-performing teams.

In this series, participants will undergo a 360-degree evaluation linked to Cornell University’s Johnson Graduate School of Management Leadership Model. The results will be used to create a Leadership Development Plan which is integral to managing your own and your direct reports’ career development. In addition, participants will engage in content addressing the following topics:

Leadership transition

Managing team dynamics using the “three-wave pattern” modelGenerating new ideas for innovation in their organizationUsing both informal and formal mathematical methods for optimizing decision makingMastering organizational change tactics in the context of a management teamMaximizing team member contributions and improving team interactions

Ideal For

Managers at all levels of the organization.

Certificate Courses

LSM506 Executive Decision Making LSM507 Leading Through Creativity LSM509 Unlocking Your Leadership Potential * (includes a 360 feedback process) LSM510 Overcoming Challenges for Leaders and Their Teams HAME511 Managing Change Initiatives HAME504 Understanding Team Dynamics

* Note: registration deadline for LSM509 is 30 days prior to course start date of Strategic Thinking and Scenario Planning, which must be taken.


Accreditation

Participants who successfully complete the six courses in the series receive a Leading Management Teams Certificate from Cornell University.



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Six course certificate, 36 hours of training $3,499.00 CADLeadingManagement

Teams This six-course certificate series, authored by management faculty at Cornell University, is grounded in research and the authoring faculty’s experience with major corporate clients. The course content is designed to develop practical and applicable skills essential to managers charged with forming and sustaining high-performing teams.

In this series, participants will undergo a 360-degree evaluation linked to Cornell University’s Johnson Graduate School of Management Leadership Model. The results will be used to create a Leadership Development Plan which is integral to managing your own and your direct reports’ career development. In addition, participants will engage in content addressing the following topics:

Leadership transitionManaging team dynamics using the “three-wave pattern” modelGenerating new ideas for innovation in their organizationUsing both informal and formal mathematical methods for optimizing decision makingMastering organizational change tactics in the context of a management teamMaximizing team member contributions and improving team interactions

Ideal For

Managers at all levels of the organization.

Certificate Courses

LSM506 Executive Decision Making LSM507 Leading Through Creativity LSM509 Unlocking Your Leadership Potential * (includes a 360 feedback process) LSM510 Overcoming Challenges for Leaders and Their Teams HAME511 Managing Change Initiatives HAME504 Understanding Team Dynamics

*Note: registration deadline for LMS509 is 30 days prior to course start date.


Accreditation

Participants who successfully complete the six courses in the series receive a Leading Management Teams Certificate from Cornell University.




Twelve-course certificate, 72 hour of training $5,599.00CADBusiness Leadership Skills Business Leadership Skills provides functional managers with a toolkit to think

strategically, assess financial implications of their decisions, mobilize change within an organization, and communicate with other business leaders.

The courses in this series prepare managers at all levels to chart the future of their company as well as manage for bottom-line performance today, while providing engaging opportunities to specialize in a specific area of career interest.

Ideal For

Managers who require a solid understanding of leadership and strategic management concepts in order to ensure contribution to the organization’s financial performance.

Certificate Courses

Required Core Courses

LSM502 Strategic Thinking

LSM503 Scenario Planning

HAME507 Mastering the Time Value of Money

HAME513 Understanding Financial Statements

ILRSM509 Developing an Agenda for Action

ILRSM510 Mapping the Political Terrain of Allies and Resistors

ILRSM511 Negotiating Support and buy-In for Your Agenda

ILRSM512 Mobilizing the Coalition for Action

Elective Courses (Choose Four)

ILRSM501 Achieving High-Performance Work Practices

ILRSM503 Alternative Dispute Resolution

ILRSM513 Establishing Momentum: Managing Structure, Resources,

and Performance

LSM506 Executive Decision Making

ILRHR513 Internal Consulting Skills for HR Professionals

LSM507 Leading Through Creativity

HAME508 Making Capital Investment Decisions

ILRSM502 Managing Employment Issues in a Global Context

LSM510 Overcoming Challenges to Leaders and Their Teams

ILRSM514 Sustaining Momentum: Motivating through Vision, Culture,

and Political Agility

ILRSM504 Systems and Strategies for Managing Organizational Conflict

LSM509 Unlocking Your Leadership Potential

HAME514 Using Ratio Analysis to Evaluate Financial Performance

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Twelve-course certificate, 72 hour of training $5,599.00 CADBusiness Leadership Skills Business Leadership Skills provides functional managers with a toolkit to think

strategically, assess financial implications of their decisions, mobilize change within an organization, and communicate with other business leaders.

The courses in this series prepare managers at all levels to chart the future of their company as well as manage for bottom-line performance today, while providing engaging opportunities to specialize in a specific area of career interest.

Ideal For

Managers who require a solid understanding of leadership and strategic management concepts in order to ensure contribution to the organization’s financial performance.

Certificate Courses

Required Core Courses

LSM502 Strategic Thinking LSM503 Scenario Planning HAME507 Mastering the Time Value of Money HAME513 Understanding Financial Statements ILRSM509 Developing an Agenda for Action ILRSM510 Mapping the Political Terrain of Allies and Resistors ILRSM511 Negotiating Support and buy-In for Your Agenda ILRSM512 Mobilizing the Coalition for Action

Elective Courses (Choose Four)

ILRSM501 Achieving High-Performance Work Practices ILRSM503 Alternative Dispute Resolution ILRSM513 Establishing Momentum: Managing Structure, Resources, and Performance LSM506 Executive Decision Making ILRHR513 Internal Consulting Skills for HR Professionals LSM507 Leading Through Creativity HAME508 Making Capital Investment Decisions ILRSM502 Managing Employment Issues in a Global Context LSM510 Overcoming Challenges to Leaders and Their Teams ILRSM514 Sustaining Momentum: Motivating through Vision, Culture, and Political Agility ILRSM504 Systems and Strategies for Managing Organizational Conflict LSM509 Unlocking Your Leadership Potential HAME514 Using Ratio Analysis to Evaluate Financial Performance


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Students earn the Certificate in Business Leadership Skills by completing a total of 12 courses: eight required core courses and two elective tracks, each of which comprises two courses.

See course descriptions for start dates. Some courses contain reference to U.S. based legislation.

Accreditation

Participants who successfully complete the eight required courses and four elective courses in this certificate series will receive a Certificate in Business Leadership Skills from Cornell University.



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Students earn the Certificate in Business Leadership Skills by completing a total of 12 courses: eight required core courses and two elective tracks, each of which comprises two courses.


Accreditation

Participants who successfully complete the eight required courses and four elective courses in this certificate series will receive a Certificate in Business Leadership Skills from Cornell University.




Business Leadership Skills, a 12-course certificate program, is ideal for managers who require a solid understanding of leadership and management concepts.

Four-course certificate, 24 hours of training $2,149.00 CADFinancial Management

Today, a good idea is not good enough — leaders must demonstrate that their idea will deliver measurable results to the bottom line. To drive innovation and organizational success, leaders need to make effective business decisions that provide the most economic value to their organizations. They must effectively communicate and discuss project and investment alternatives with an organization’s financial managers.

In many organizations, however, miscommunication and limited access to financial management tools and methods hinder decision-making. Financial Management provides non-financial managers with the financial acumen that enables them to address these problems and make better business decisions.

The four courses in this series use easily understood, relevant case examples and engaging, interactive explanations to demystify financial terminology, assumptions, and concepts. The series includes a combination of finance and accounting topics and enables participants to interpret financial information, assess the costs and benefits of business decisions, and communicate operational and financial strategies.

Ideal For

Managers, directors, and company officers who are responsible for making financial or capital budgeting decisions within their organization or must be able to interpret and use financial data.

Certificate Courses

HAME507 Mastering the Time Value of Money HAME508 Making Capital Investment Decisions HAME513 Understanding Financial Statements HAME514 Using Ratio Analysis to Evaluate Financial Performance


Accreditation

Participants who successfully complete the four courses in the series receive a Certificate in Financial Management from Cornell University.


The courses in this certificate series provides 24 hours of Professional Development. For more information about certification or recertification, please contact your professional association.


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Eleven-course certificate, 66 hours of training $4,999.00 CADSupervisory Skills

eCornell has worked hand-in-hand with Cornell University’s School of Industrial and Labor Relations to adapt its renowned Supervisory Skills Certificate for convenient online delivery.

This series of eleven courses provides supervisors and managers from entry level to mid-level with the skills and competencies they need to manage their time, communicate effectively, motivate their employees, resolve workplace confrontations, prevent and address inappropriate workplace behavior, conduct legal and unbiased employee interviews, and manage the performance of their direct reports.

Ideal For

Shift supervisors, entry-level managers and supervisors up to mid-level managers seeking an opportunity to obtain a richer, deeper understanding of supervisory and management skills.

Certificate Courses

ILRMD501 Selection Requirements and Communication Skills for Interviewing ILRMD502 Legal and Unbiased Interviewing and Selection ILRMD503 Overcoming Barriers to Successful Management ILRMD504 Leading People to Higher Performance ILRMD505 Legal Issues in the Workplace ILRMD506 Preventing and Addressing Inappropriate Workplace Behaviors ILRMD507 The Power of Managing Your Time and Personal Priorities ILRMD508 Managing People Issues to Stay Focused on Priorities ILRMD509 The Impact of Personality Styles on Communication ILRMD510 Managing Communication Challenges ILRMD511 Managing Performance


Accreditation

Participants who successfully complete the 11 courses in this series receive a Supervisory Skills Certificate from Cornell University.




Six-course certificate, 36 hours of training $2,999.00 CADManagement Essentials: Managing Performance

All managers face challenges associated with getting the most out of their direct reports. Personal communication styles, organizational structure, legal issues, and workplace culture can all affect employee performance. eCornell has partnered with Cornell University to create the Managing Essentials: Managing Performance Certificate, to help managers and leaders create the conditions conducive to peak employee performance.

Participants in the series learn how to adjust their personal approach to communication, motivation, and conflict resolution to lead employees to higher levels of performance.

The series also addresses compliance issues related to workplace behavior, including sexual harassment.

Ideal For

Entry- to mid-level supervisors and managers seeking a deeper understanding of the issues and challenges of managing employees and proven strategies for managing the performance of direct reports.

Certificate Courses

ILRMD503 Overcoming Barriers to Successful Management ILRMD504 Leading People to Higher Performance ILRMD505 Legal Issues in the Workplace ILRMD506 Preventing and Addressing Inappropriate Workplace Behaviors ILRMD510 Managing Communication Challenges ILRMD511 Managing Performance


Accreditation

Participants who successfully complete the six courses in this series receive a Management Essentials: Managing Performance Certificate from Cornell University.





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Six-course certificate, 36 hours of training $2,999.00 CAD

eCornell has partnered with Cornell University to produce the Management Essentials: Interviewing and Selection Certificate.

This six-course series addresses communication and interviewing skills as well as legal issues associated with managing a staffing process. Through course material and self-reflection, participants in this certificate series learn to shape their personal interviewing style in a way that ensures the unbiased, honest interviewing and assessment of candidates. The series also addresses the legal pitfalls associated with organizational hiring practices and how to respond to accusations of bias.

Ideal For

Entry- to mid-level supervisors and managers seeking a deeper understanding of the issues and challenges of interviewing and selecting prospective employees and proven strategies for making the most informed and appropriate hiring decisions.

Certificate Courses

ILRMD501 Selection requirements and Communication Skills for Interviewing ILRMD502 Legal and unbiased interviewing and Selection ILRMD505 Legal issues in the Workplace ILRMD506 Preventing and Addressing inappropriate Workplace Behaviors ILRMD509 The impact of personality Styles on Communication ILRMD510 Managing Communication Challenges


Accreditation

Participants who successfully complete the six courses in this series receive a Management Essentials: Interviewing and Selection Certificate from Cornell University.



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Management Essentials:

Interviewing and Selection


Six-course certificate, 36 hours of training $2,999.00 CADManagement Essentials: Managing Productivity

The most successful managers are those who can juggle often competing priorities, manage their time effectively, motivate their direct reports to peak performance, and diffuse difficult situations quickly and effectively to maintain a healthy and productive organizational environment. To help them do so, eCornell has partnered with Cornell University to create the Management Essentials: Managing Productivity Certificate.

The six-course series is designed to help participants diagnose, assess, and resolve difficult situations quickly and effectively. By improving their interpersonal communication skills, participants can address conflict more efficiently in a way that enhances employee morale and elevates productivity. Participants also learn to gain control of their own busy work schedules, increasing their personal productivity while reducing debilitating stress.

Ideal For

Entry- to Mid-level supervisors and managers seeking a deeper understanding of the issues and challenges of managing and increasing the productivity of direct reports and proven strategies for improving the productivity of your team.

Certificate Courses

ILRMD503 Overcoming Barriers to Successful Management ILRMD504 Leading People to Higher Performance ILRMD507 The Power of Managing Your Time and Personal Priorities ILRMD508 Managing People Issues to Stay Focused on Priorities ILRMD509 The Impact of Personality Styles on Communication ILRMD510 Managing Communication Challenges


Accreditation

Participants who successfully complete the six courses in this series receive a Management Essentials: Managing Productivity Certificate from Cornell University.




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Twelve-course certificate, 72 hours of training $5,499.00 CAD

Human Resource

Studies Human Resources is an evolving and dynamic field that challenges the ability of even the most seasoned professionals to keep abreast of policies, procedures, compliance requirements, and best practices. In response to these demands, eCornell has partnered with Cornell University’s School of Industrial and Labor Relations (ILR) to adapt its renowned Human Resources Studies Certificate Series for convenient online delivery.

This series focuses on fundamental issues related to employment law, employee benefits, employee relations, compensation, selection and staffing, and performance management and appraisal.

Ideal For

Human Resource employees and managers seeking an opportunity to obtain a richer, deeper understanding of human resources policies and practices from a leading Ivy League institution.

Certificate Courses

LRHR501 Issues and Concepts in Equal Employment Opportunities Law ILRHR502 Employment Laws for the HR Professional ILRHR503 Fundamentals of Retirement Benefits ILRHR504 Fundamentals of Welfare and Flexible Benefits ILRHR505 Organizational Culture and Work/Life Balance ILRHR506 Communicating and Coaching and Counseling for Improved Performance ILRHR507 Applying a Compensation Model: Internal and Legal Considerations ILRHR508 Expanding the Compensation Model: External and Structural Considerations ILRHR509 Selection and Staffing: The Selection Process ILRHR510 Selection and Staffing: The Staffing Process ILRHR511 Assessing, Designing, and Implementing Performance Management Systems ILRHR512 Achieving Year-Round Performance Management and Appraisal


Accreditation

Participants who successfully complete the twelve courses in this certificate series will receive a Human Resources Studies Certificate from Cornell University’s School of Industrial and Labor Relations.




Six course certificate, 36 hours of training $3,299.00 CADStrategic Human Resources Management

The development and execution of a human resources strategy that is aligned with organizational goals and matched to an organization’s competencies delivers tangible outcomes for an organization’s people, customers, and shareholders. Success depends on transforming HR from a “business partner” to a “business leader.” As a leader, HR plays a significant role, not only in human-capital development, but also in how human capital can contribute to the execution of organizational and business strategies. This certificate program, developed by Cornell University’s School of Industrial and Labor Relations, develops the leadership competencies required to make the transition from partner to leader.

The six courses in this series focus on the drivers that transform HR into a world-class function:• the HR leader’s influence on strategy and organizational leaders• alignment of HR strategy• using diversity and inclusion to achieve bottom-line results• developing a talent-management culture• strategies for employee engagement• using metrics to measure impact on business outcomes.

Each course explores a topic in depth, with particular emphasis on the role of the HR leader, industry best practices, and short projects that emphasize the application to your particular organization.

Ideal ForSenior managers, directors and executive-level HR professionals who are responsible for improving HR’s ability to contribute to organizational strategy and success. Participants should have completed a Cornell University Certificate in Human Resources or hold a management or leadership position in the HR field.

Certificate CoursesILRHR551 - Human Resources LeadershipILRHR552 - Aligning HR Strategy with Organizational StrategyILRHR553 - Diversity and Inclusion for Bottom-line PerformanceILRHR554 - Building a Talent-Management CultureILRHR555 - Measuring HR’s ImpactILRHR556 - Employee Engagement


AccreditationParticipants who successfully complete all six courses in this certificate series receive a Certificate in Strategic Human Resources Management from Cornell University’s School of Industrial and Labor Relations.

Professional RecertificationThe courses in this certificate provide 36 hours of Professional Development. For more information on certification or recertification, please contact your professional association.


Six-course certificate, 36 hours of training $2,999.00 CADHuman Resources: Benefits and Compensation

Successful organizations understand that it’s much more cost-effective to retain current employees than to recruit and train new ones. And they recognize that benefits and compensation packages that are both attractive to employees and cost-effective to the organization are important components of effective retention strategies.

eCornell has partnered with the Cornell University’s School of Industrial and Labor Relations (ILR) to create the Human Resources: Benefits and Compensation certificate. Even the most seasoned HR professionals can learn something new from this six-course certificate series addressing legal and organizational factors related to retirement plans, health plans, and other benefit packages.

Ideal For

Human Resource employees and managers seeking a richer, deeper understanding of policies and practices related to benefits and compensation from a leading Ivy League Institution.

Certificate Courses

ILRHR501 Issues and Concepts in Equal Employment Opportunities Law ILRHR502 Employment Laws for the HR Professional ILRHR503 Fundamentals of Retirement Benefits ILRHR504 Fundamentals of Welfare and Flexible Benefits ILRHR507Applying a Compensation Model: Internal and Legal ConsiderationsILRHR508 Expanding the Compensation Model: External and Structural Considerations


Accreditation

Participants who successfully complete the six courses in this series receive a Human Resources: Benefits and Compensation Certificate from Cornell University’s School of Industrial and Labor Relations.




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Six-course certificate, 36 hours of training $2,999.00 CADHumanResources:

Selection and Staffing

A workforce is only as effective as the people who comprise it. The Human Resources: Selection and Staffing Certificate, a collaboration of eCornell and Cornell University’s School of Industrial and Labor Relations, is designed to help Human Resources professionals and other managers evaluate staffing needs and fill vacancies with the best candidate for the targeted position.

The six-course certificate leads participants to a deeper understanding of legal and ethical issues in workplace hiring, appropriate and effective communications for recruitment and interviewing, and strategies to address employee staffing and retention.

Ideal For

Human Resource employees and managers seeking a richer, deeper understanding of hiring and retention policies and practices from a leading Ivy League institution.

Certificate Courses

ILRHR501 Issues and Concepts in Equal Employment Opportunities Law ILRHR502 Employment Laws for the HR Professional ILRHR509 Selection and Staffing: The Selection Process ILRHR510 Selection and Staffing: The Staffing Process ILRMD501 Selection Requirements and Communication Skills for InterviewingILRMD502 Legal and Unbiased Interviewing and Selection


Accreditation

Participants who successfully complete the six courses in this series receive a Human Resources: Selection and Staffing Certificate from Cornell University’s School of Industrial and Labor Relations.




Six-course certificate, 36 hours of training $2,999.00 CADHumanResources: Foundations of Employee Relations

In today’s fast-paced culture, creating an environment in which employees feel valued is an increasingly critical component of success. More than ever, Human Resources professionals must help organizations strike a balance between employees’ work lives and personal lives, while maintaining organizational efficiency. eCornell has partnered with the Cornell University School of Industrial and Labor Relations (ILR) to develop the Human Resources: Employee Relations certificate.

Participants in the certificate series learn strategies for effective communication and investigating and establishing work/life balance initiatives to create a more positive workplace environment. HR professionals and managers alike will benefit from the skills and suggestions presented in this six-course certificate. Because situations are examined from legal, organizational, and cultural contexts, even the most seasoned professionals will learn something new.

Ideal For

Human Resource employees and managers seeking a richer, deeper understanding of policies and practices related to employee relations from a leading Ivy League institution.

Certificate Courses

ILRHR501 Issues and Concepts in Equal Employment Opportunities LawILRHR502 Employment Laws for the HR Professional ILRHR505 Organizational Culture and Work/Life Balance ILRHR506 Communicating and Coaching and Counseling for Improved PerformanceILRMD509 The Impact of Personality Styles on Communication ILRMD510 Managing Communication Challenges


Accreditation

Participants who successfully complete all six courses in this series receive a Human Resources: Employee Relations Certificate from Cornell University’s School of Industrial and Labor Relations.




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Six-course certificate, 36 hours of training $2,999.00 CADHumanResources:

Performance Management

Performance management is a challenge unique to every organization, demanding a unique approach. eCornell has partnered with Cornell University’s School of Industrial and Labor Relations (ILR) to produce the Human Resources: Performance Management certificate. The six-course certificate is designed to provide participants with the analytical and organizational skills to determine what kind of performance-management program will work for them and the communication and logistical know-how to bring the program to life.

Participants in this course will have the confidence to effectively view their organizations in a variety of paradigms, and will have an advantage in efforts to increase performance for their organizations, manage employees and employee performance, and communicating in a way that leads their organization to its goals.

Ideal For

Human Resource employees and managers seeking a richer, deeper understanding of policies and practices related to performance management from a leading Ivy League institution.

Certificate Courses

ILRHR501 Issues and Concepts in Equal Employment Opportunities Law ILRHR502 Employment Laws for the HR Professional ILRHR511 Assessing, Designing, and Implementing Performance Management Systems ILRHR512 Achieving Year-Round Performance Management and Appraisal ILRMD503 Overcoming Barriers to Successful Management ILRMD504 Leading People to Higher Performance


Accreditation

Participants who successfully complete all six courses in this series receive a Human Resources: Performance Management Certificate from Cornell University’s School of Industrial and Labor Relations.




Six-course certificate, 36 hours of training $2,999.00 CAD

Today’s Human Resources professionals must be prepared to operate both locally and globally, addressing a variety of cultural and legal circumstances in order to serve their organizations effectively. eCornell has partnered with Cornell University’s School of Industrial and Labor Relations to create the Systems and Processes in HR certificate.

This six-course certificate helps participants address issues related to organizational conflict, strategic employment, employee relations and legal compliance from both a local and global perspective, and design initiatives to contribute to enduring organizational success.

Ideal For

Human Resource professionals charged with making Human Resources a strategic partner in their organization.

Certificate Courses

ILRSM504 Systems and Strategies for Managing Organizational Conflict ILRSM502 Managing Employment Issues in a Global Context ILRHR513 Internal Consulting Skills for HR Professionals ILRHR502 Employment Laws for the HR Professional ILRHR505 Organizational Culture and Work/Life Balance ILRHR510 Selection and Staffing: The Staffing Process


Accreditation

Participants who successfully complete all six courses in this series receive a Certificate in Systems and Processes for HR from Cornell University’s School of Industrial and Labor Relations.



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Systems and Processesfor HR

Foodservice Management


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Four-course certificate, 60 hours of training $3,999.00 CADFoodservice Management

Each year, hundreds of professionals who want to sharpen their existing skills, develop new skills, and enhance their understanding of Foodservice Management participate in executive education programs from Cornell’s School of Hotel Administration. eCornell has worked hand-in-hand with the Hotel school to adapt its renowned Professional Development Program for convenient online delivery as the Certificate in Foodservice Management.

This certificate examines the issues and challenges of the foodservice industry and outline strategies that contribute to a successful foodservice operation. Courses focus on a systems approach to foodservice management. Participants learn how to manage the major areas of menu planning, purchasing, receiving, storage, production, and control systems. They assess the effectiveness of several foodservice systems, use a service blueprint to improve the service delivery process and increase profits, and examine such variables as client flow, menu planning, dining time, optimal table mix, meal duration, and variable pricing. Once the most effective strategies have been identified, participants focus on how to implement desired changes efficiently to produce measurable improvement in market share and overall revenue for their foodservice operation.

Ideal For

Foodservice professionals from hotels, chain and independent restaurants, and other hospitality outlets looking to increase profits and advance their careers. It is also ideal for hospitality professionals from other disciplines seeking to transition into foodservice positions.

Certificate Courses

SHA07 Foodservice Management Systems: Issues and Concepts SHA08 Foodservice Management Systems SHA09 Developing a Baseline for Restaurant Revenue Management SHA10 Developing and Implementing a Strategy for Restaurant Revenue Management


Accreditation

Participants who successfully complete all required courses in this series receive a Certificate in Foodservice Management from Cornell University’s School of Hotel Administration.




Eight-course certificate, 120 hours of training $6,599.00 CADMasterCertificate in Foodservice Management

This certificate examines the issues and challenges of the foodservice industry and outline strategies that contribute to a successful foodservice operation. Courses focus on a systems approach to foodservice management. Participants learn how to manage the major areas of menu planning, purchasing, receiving, storage, production, and control systems. They assess the effectiveness of several foodservice systems, use a service blueprint to improve the service delivery process and increase profits, and examine such variables as client flow, menu planning, dining time, optimal table mix, meal duration, and variable pricing.

In addition, participants learn about strategies to increase profitability through improved human-resource management, financial management, superior service, and the creation of a competitive marketing position that builds their value proposition. Once the most effective strategies have been identified, participants focus on how to implement desired changes efficiently to produce measurable improvement in market share and overall revenue for their foodservice operation.

Ideal For

Foodservice professionals from hotels, chain and independent restaurants, and other hospitality outlets looking to increase profits and advance their careers. It is also ideal for hospitality professionals from other disciplines seeking to transition into foodservice positions.

Certificate Courses

SHA01 Managing People More Effectively SHA02 Marketing Analysis in the Hospitality Industry SHA03 Principles of Financial Accounting in the Hospitality Industry SHA05 Marketing Planning in the Hospitality Industry SHA07 Foodservice Management Systems: Issues and Concepts SHA08 Foodservice Management Systems SHA09 Developing a Baseline for Restaurant Revenue Management SHA10 Developing and Implementing a Strategy for Restaurant Revenue Management


Accreditation

Participants who successfully complete all required courses in this series receive a Master Certificate in Foodservice Management from Cornell University’s School of Hotel Administration.


The couses in the certificate series provides 120 hours of Professional Development. For more information about certification or recertification, please contact your professional association.


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Six-course certificate, 90 hours of training $4,999.00 CADMasterCertificate in

the Essentials of Hospitality Management

Each year, hundreds of professionals who want to sharpen their exiting skills, develop new skills, and enhance their understanding of Hospitality Management participate in executive education programs from Cornell’s School of Hotel Administration. eCornell has worked hand-in-hand with the Hotel school to adapt its renowned Professional Development Series for convenient online delivery.

The Master Certificate in the Essentials of Hospitality Management addresses the skills and competencies required of employees ascending to management positions and those recently promoted to management positions in the hospitality industry. Students learn valuable techniques for managing their time to increase efficiency and productivity and managing teams to increase the level of participation and the effectiveness of team members. They also learn fundamental concepts and techniques related to marketing, financial analysis, and accounting. In short, these courses are designed to build a foundation of skills to help new managers succeed and to progress in the organization.

Ideal For

Employees and managers in the hospitality industry who are seeking an opportunity to obtain a richer, deeper understanding of industry best practices from a leading Ivy League institution.

Certificate Courses

SHA01 Managing People More Effectively SHA02 Marketing Analysis in the Hospitality Industry SHA03 Principles of Financial Accounting in the Hospitality Industry SHA04 Managing Dynamic Teams SHA05 Marketing Planning in the Hospitality SHA06 Managerial Accounting in Action


Accreditation

Participants who successfully complete the required courses in this series receive a Master Certificate in Hospitality Management from Cornell University’s School of Hotel Administration.




Four-course certificate, 42 hours of training $2,999.00 CADCertificate in Hospitality Marketing Marketing is about identifying, creating, and delivering value to customers. The

Certificate in Hospitality Marketing from Cornell University’s School of Hotel Administration is designed to develop the essential skills necessary to conceive, create, and write a strategic marketing plan.

The courses in this certificate series focus on data-driven methodologies for gathering and analyzing marketing data, using that data to make decisions, using marketing analysis to identify strategic opportunities, creating the marketing positioning, and creating a marketing plan to guide execution. The courses emphasize practical application of concepts, strategies, and tactics that can be immediately used in the workplace.

The Certificate in Hospitality Marketing equips participants with the skills, tools, and methodologies they need to take a marketing initiative from the concept stage to a robust marketing plan.

Ideal For

Hospitality marketing professionals responsible for directing or implementing marketing research or the creation of strategic marketing plans.

Certificate Courses

HAME515 Data Gathering and Analysis in the Hospitality Industry HAME516 Statistical Decision Making for Hospitality Managers SHA02 Marketing Analysis in the Hospitality Industry SHA05 Marketing Planning in the Hospitality Industry


Accreditation

Participants who successfully complete the required courses in the series receive a Certificate in Hospitality Marketing from Cornell University’s School of Hotel Administration.




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Five-course certificate, 60 hours of training $2,499.00 CADCertificatein Hotel

Revenue Management

Hospitality managers are charged with making strategic and proactive decisions to increase occupancy rates and total revenue for their properties. Applying a systematic process to such decision-making can increase their success.

This five-course certificate series in hotel revenue management, developed by renowned revenue management expert Dr. Sheryl Kimes of Cornell’s School of Hotel Administration, provides a holistic view of the application of revenue management concepts and practices to the hospitality industry.

The courses in this series focus on several high-impact drivers for maximizing revenue: forecasting and availability controls, pricing and distribution channel management, overbooking and group management, and non-traditional revenue management applications. Each course explores a topic in depth, with particular emphasis on the role of strategy in effective revenue management and the practical application of tools and techniques in the hospitality setting

Ideal For

Hospitality managers, general managers, revenue managers, and other hospitality professionals responsible for the financial performance of their organization.

Certificate Courses

SHA531 Introduction to Hotel Revenue Management SHA532 Forecasting and Availability Controls in Hotel Revenue Management SHA533 Pricing and Distribution Strategy in Hotel Revenue Management SHA534 Overbooking practices in Hotel Revenue Management SHA535 Non-Traditional Applications of Hotel Revenue Management


Accreditation

Participants who successfully complete the five courses in the series receive a Certificate in Hotel Revenue Management from Cornell University’s School of Hotel Administration.




ILRSM511Negotiating Support and Buy-In For Your AgendaTotal training time: six hours over two weeks $599.00 CAD

ILRSM511Negotiating Support and Buy-In For Your AgendaTotal training time: six hours over two weeks $599.00 CADLSM502 Strategic ThinkingTotal training time: six hours over two weeks $599 CAD


LSM503 Scenario PlanningTotal training time: six hours over two weeks $599 CAD

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The complexities of rapidly expanding technology and economic globalization make it necessary for organizations to develop tools for strategic analysis to ensure their ability to compete as an industry leader. Scenario planning is a powerful tool used by the most successful corporations for strategic analysis and decision making.

In this course, participants learn to evaluate an organization’s strategic position, competencies, and plans for expansion across a full range of potential future developments.

Ideal For Senior management and other key leaders of organizations in virtually any industry as they face the responsibilities of guiding their organizations to success in uncertain times.

Modules

Context and Preparation for Scenario Planning• Introduction to the concept of scenario planning and its usefulness • Key elements of scenario planning (e.g., trends and uncertainties) • Organizing data: identifying how uncertainties may interact with

each other, and addressing different levels of confidence in the data

Scenario Planning in Practice• Developing scenarios that integrate trends and uncertainties into

alternate possibilities for your industry • Applying strategic frameworks to determine core competencies and

key success factors for each scenario • Assessing an organization’s current competencies and creating a

development plan to acquire new competencies• Early warning systems to accelerate the conversion of uncertainties

into trends

Competencies and Skills Developed• Assess whether scenario planning is right for their organization • Collect and arrange the data necessary for planning a scenario • Organize an effective team for scenario planning • Assess their organization’s current competencies and develop robust

strategies for multiple scenarios • Develop early warning indicators to identify emerging scenarios • Identify new competencies and courses of action that will give their

organization the greatest strategic advantage

Authoring FacultyMichael J. Hostetler, Director, Leadership Studies

Sponsoring SchoolCornell University’s Johnson Graduate School of Management

Certificate ApplicationBusiness Leadership Skill

PrerequisitesThis course is most valuable if the student is familiar with strategic thinking and concepts. If you are unfamiliar with this topic, we recommend completing Strategic Thinking (LSM502) prior to enrolling in this course.

Start Dates

2007April 4, 18, May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 17, 31; November 14, 28; December 12.

2008January 2, 16, 30; February 13, 27; March 12, 26; April 9, 23; May 7, 21; June 4, 18; July 2, 16, 30; August 13, 27; September 10, 24; October 8, 22; November 5, 19; December 3, 17.

In this course, participants learn the four basic levels of strategic thinking under which an organization can operate, and the circumstances under which an organization must shift to a higher strategic level. At the completion of the course, participants will be able to prepare a competitive analysis of an organization, with recommendations for strategic development based on an industry analysis and an understanding of the organization’s history, culture, and current operations.

Ideal ForThis course is essential for all levels of managers, directors, and company officers who are responsible for making their organization a leader in its industry.

Modules

The Context for Strategic Thinking• The levels of strategic thinking at which an organization can operate,

the factors that lead to an optimum level, and the circumstances under which organizations shift to a new strategic level

• Determining the optimum level of strategic thinking for an organization’s industry and culture

• The concept of strategic intent and its appropriateness for your company or industry

Thinking Strategically About Your Organization• Using Porter’s Five Forces model to analyze the operating

environment in an industry• Managing products and product lines based on the BCG volume/

margin model• The relationship between core competencies (at the company level)

and key success factors (at the industry level)• Identifying core competencies and success factors required for any

particular industry• Preparing a competitive analysis of a company, based on the industry

in general, and an understanding of its current operations and culture

Competencies and Skills Developed• Identify different levels of strategic thinking and determine which is

optimal for their organization• Determine the factors that influence organizations to change their

level of strategic thinking• Determine the core competencies and key success factors in an

industry• Apply the concept of strategic intent and evaluate its appropriateness

in a specific organization or industry• Prepare a competitive analysis of an organization



Certificate ApplicationBusiness Leadership Skills Executive Leadership

Start Dates





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ILRSM511Negotiating Support and Buy-In For Your AgendaTotal training time: six hours over two weeks $599.00 CADLSM506 Executive Decision MakingTotal training time: six hours over two weeks $599 CAD


LSM507 Leading Through CreativityTotal training time: six hours over two weeks $599 CAD

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In today’s competitive business climate, it is imperative that executives know how to make key decisions quickly and decisively. Strategic decisions often entail considerable risks and can have long-range implications for the organization. In this course, participants will learn how to apply formal decision-making processes in order to reduce risk and choose the best course of action for their organization. They will learn methods and techniques for making critical decisions in a challenging environment with limited time and resources. This course focuses on how to maximize available assets, identify risks and obstacles, and gather the necessary data for an informed decision making process.

Ideal ForExecutives, managers, and team leaders responsible for their organizations’ strategic and operational decisions.

Modules

The Executive’s Decision-Making Tasks • Organizational factors and personal characteristics that affect

decision making • Framing and categorizing situations to aid in making effective,

objective decisions • Conducting decision-tree analyses • Gathering data and evaluating it for completeness, relevance, and

possible bias

Formal Methods for Executive Decision Making• Most common formal methods and when to use them • Bayesian analysis

Competencies and Skills Developed• Gather crucial data and resources to inform the decision-making

process• Identify appropriate situations for involving others in a decision-

making process• Ascertain risks, uncertainties, and ambiguities in an executive

decision-making environment• Overcome organizational factors that complicate decision making• Apply formal methods such as decision trees and Bayesian analysis to

arrive at appropriate decisions

Authoring FacultyFlorence Berger, Ph.D., Professor EmeritusJudi W. Brownell, Ph.D., Professor

Sponsoring SchoolCornell University’s School of Hotel Administration

Certificate ApplicationBusiness Leadership SkillsLeading Management Teams Executive Leadership this course

Start Dates

2007April 4, 18, May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; November 14, 28; December 5, 12.


Organizations that understand the creative process and foster this with employees find themselves at the top of their industry. They know how to harness the creative power of their workforce to develop new products and services. The creative process that leads to this type of innovation is often veiled in mystery and the misconception that one must be gifted to be creative. Creativity, however, is as much a matter of technique as intelligence.

In this course, participants will learn a series of individual and group techniques designed to cultivate organizational creativity and the development of new ideas. Participants will learn to enhance their capacity for creative thought and will be able to use their abilities to develop their organization’s ability to be innovative, resulting in increased market share and profit.

Ideal ForExecutives, managers, and team leaders who are responsible for the growth and development of their organization. It is also crucial for any professionals who want to develop and enhance their own creative thought process.

ModulesDeveloping Your Creativity

• Characteristics of creative people in business environments• Using visualization techniques for enhancing your creativity• Techniques for developing creative approaches to business challenges

Developing Your Organization’s Ability to Innovate• Creative techniques and processes for groups, including some that

can be implemented online• Features that limit an organization’s creative potential• Fostering creativity throughout the organization

Competencies and Skills Developed• Greatly expand their own capacity for creative thought• Foster creativity throughout a department or organization• Utilize techniques for developing creative approaches to business

challenges• Identify and overcome features in an organization that limit creative

potential• Recommend steps to foster creativity



Certificate ApplicationBusiness Leadership Skills Leading Management Teams Executive Leadership

Start Dates






LSM509 Unlocking Your Leadership PotentialTotal training time: six hours over two weeks $774.00 CAD


33

As managers take on new roles and responsibilities, the risks and consequences of failure become much greater. In this course, participants gain skills in identifying and overcoming the obstacles and pitfalls they may face at different stages of their careers. Participants create a personal Leadership Development Plan to guide them through leadership transitions and make them more effective managers and members of their organizations. They also develop strategies for helping their team of direct reports grow and change when faced with new assignments. The course includes the opportunity to register for individual or group coaching sessions as a follow-up activity to further reinforce and tailor the program.

Ideal ForManagers and executives at all levels who have been promoted to positions of increased authority or who are looking to help their team of direct reports grow and change when faced with new assignments.

Modules

A Career of Leadership• The Three Stages of Leadership• The Three-Wave Pattern of Activity• Plan for the Next Stage

Leading Your Team• The High-Performing Team• Team Assessment• Team Development

Competencies and Skills Developed• Define the leadership skills and competencies needed for improving

your own performance and the performance of your team • Implement an action plan that outlines the required leadership skills

to be developed, specific actions needed to acquire those skills, and a timeframe for doing so.



Certificate ApplicationLeading Management Teams Business Leadership Skills

Start Dates

2007April 4, 18, May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; November 14, 28; December 12.


Leaders are not born; they are developed. This course helps managers identify and enhance the particular leadership style that matches their personal strengths. By providing participants with a range of assessment tools, including an online 360-degree evaluation, this course builds critical leadership competencies essential to career development and advancement. Linked to Cornell University’s Johnson Graduate School of Management Leadership Model, the online 360-degree evaluation is designed to identify participant’s management strengths and weaknesses. Participants will create a Leadership Development Plan designed to guide their career development.

Ideal ForManagers at all levels looking to assess their strengths and weaknesses as a leader, and those members of an organization who wish to grow into more effective leaders.

Course FormatThis course is based on an online 360-degree assessment, which must be completed prior to the course start date. Three weeks prior to the start of the course you will be asked to nominate up to ten colleagues to complete online assessments of your leadership capabilities. Your Leadership Assessment will be available during the first module of the course and will form the basis for the creation of your Leadership Development Plan.

Modules

The Successful Leader• Leadership Models• Derailment • Calibration

The Leadership Development Plan• Getting Feedback• Analyzing Feedback Data• Writing the Leadership Development Plan



Certificate ApplicationLeading Management Teams Business Leadership Skills

Start Dates

2007April 4, 18, May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 17, 31; November 14; December 12.


LSM510Overcoming Challenges for Leaders and Their TeamsTotal training time: six hours over two weeks $599.00 CAD



34



IRSM509 Developing An Agenda for ChangeTotal training time: six hours over two weeks $599.00 CAD


34

The many economic, competitive, and global factors that influence how organizations conduct business are constantly changing and evolving. The ability of organizations to understand these influences on their organizations and to respond to and adapt to these changes is critical for long-term growth and survival.

This course, the first in a four-course series, “Getting Things Done in Organizations: Creating Change and Building Support”, discusses change as a political process driven by individuals and leaders within the organization who emerge as change agents. To be effective, individuals must recognize the areas within the organization over which they can exercise control and the areas over which they cannot.

Ideal ForDepartment heads, team leaders, and managers working at all levels of organizations in virtually any industry sector who wish to understand the process of organizational analysis and change.

ModulesAnalyzing the Change Environment

• The role of the change agent as a proactive thinker• Implementing a 3-step model for change• Analyzing the nature of the change environment in which you

operate• Analyzing the specific nature of the environmental uncertainties in

which your organization operates

Identifying Change Opportunities• Analyzing how loosely or tightly coupled your organizational

structure should be • Identifying opportunities for change within the four main spheres of

organization and execution within which the change agent can effect change

• Outlining a plan for change within your organization that addresses one or more of those spheres

Competencies and Skills Developed• Evaluate their organization’s environment• Identify opportunities for change• Understand change as a process of negotiation• Develop an agenda for action based on the goals, culture, design, and

work structure of the organization

Authoring FacultySamuel Bacharach, Ph.D., Professor

Sponsoring SchoolCornell University’s School of Industrial and Labour Relations

Certificate ApplicationBusiness Leadership Skills Change Leadership

Start Dates

2007April 4, 18, May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 31; November 14, 28; December 12.


Implementing an agenda for action is a political process driven by individuals within the organization who emerge as change agents. Essential to their success is the understanding that all new initiatives attract both allies and resistors.

This course, the second in a four-course series, “Getting Things Done in Organizations: Creating Change and Building Support”, teaches leaders how to frame their agenda in a way that helps them identify and assess potential allies and resistors to their initiatives. With this understanding participants will be able to anticipate and prepare for arguments resistors may use in their attempts to derail the initiative.


Modules

Framing Your Change Agenda• Change agendas and styles• Four change mind-sets

Meeting the Challenge of Different Change Agendas• Strategies for recognizing allies and resistors• Identifying key stakeholders• Analyzing the change mind-sets of potential allies and resistors

Competencies and Skills Developed• Map the allies, potential allies, and the resistors to their initiative• Assess the attitude toward change of various actors in the

organization• Identify various agendas and styles• Anticipate arguments against the agenda for action• Explain the need for a coalition of support




PrerequisitesTake Developing an Agenda for Change (ILRSM509) prior to enrolling in this course.

Start Dates2007April 4, 18, May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 17; November 14, 28; December 12.


ILRMS510Mapping the Political Terrain of Allies and ResistorsTotal training time: six hours over two weeks $599.00 CAD



35

This course, the fourth in the series, “Getting Things Done in Organizations: Creating Change and Building Support,” is designed to help learners:• Apply the leadership style appropriate to the situation• Put a change coalition into place• React to changing conditions in the organization to ensure successful

implementation• Anticipate and prepare for the future


Modules

The Essentials of Coalition Leadership• Solidifying your coalition• Managing differences among coalition members• Diffusing your ideas and expanding your network

Pitfalls to Avoid and Leading for the Long Term• Strategies for preventing your coalition from becoming insular• Avoiding complacency and differentiating your coalition• Negotiating changing conditions and uncertainties• Political analysts, consensus builders, and politically competent

leaders

Competencies and Skills Developed• Solidify their coalition• Map differences among coalition members• Propagate ideas and diversify their network• Identify the two dimensions of coalition leadership• Avoid traps of insular coalitions• Recognize and respond to changing conditions within the

organization• Employ a Change Outcome Matrix and respond to different outcomes• Effect ongoing and proactive change



Certificate ApplicationChange Leadership Business Leadership Skills

PrerequisitesNegotiating Support and Buy-In for Your Agenda (ILRSM511) prior to enrolling in this course.

Start Dates

2007April 4, 18, May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 17; November 14, 28; December 12.


This course, the third in the series, “Getting Things Done in Organizations: Creating Change and Building Support,” is designed to:• Help learners develop a “roadmap” for negotiating support for their

action agenda• Convey an understanding of the principles of bargaining power and

influence in the process of negotiating a strategic initiative• Help learners apply this conceptual model to their action agenda in their

organization• Help learners analyze the political agendas of others in the organization,

identify sources of support for their agenda, and develop a strategy for building support for their initiative


ModulesWhy You Need a Change

• Coalition Conditions that necessitate coalitions• Power dynamics and credibility• Understanding and communicating the benefits of your agenda to

others

Negotiating Support for Your Initiative• Strategies for gaining initial support for your agenda• Justifying your actions

How to Negotiate a Coalition of Support• When to use tacit or explicit language to present your agenda• Approaches to communicating your agenda• Developing a negotiation strategy appropriate to your agenda

Competencies and Skills Developed• Describe why coalitions are critical to taking effective action• Describe how coalitions increase your bargaining power• Analyze the types of initial support you can build• Develop strategies for getting initial support for your agenda• Identify communications approaches that will be most effective• Outline a strategy for getting others to buy-in to your agenda




PrerequisitesTake Mapping the Political Terrain of Allies and Resistors (ILRSM510) prior to enrolling in this course.

Start Dates2007April 4, 18, May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 31; November 14, 28; December 12.


ILRSM512 Mobilizing your Coalition for ActionTotal training time: six hours over two weeks $599.00 CAD




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A proactive leader must have the managerial competence to build the coalition’s capacity to keep the initiative moving forward and growing, and the performance-management skills to keep it operating effectively.

This course is designed to help learners:• Develop a “roadmap” for establishing momentum for their coalition’s

agenda• Apply facilitative and directive leadership styles appropriately in teams

and organizations• Maintain organizational capacity in order to allocate resources and

prioritize effectively• Monitor performance in order to evaluate progress and make corrections• Apply these skills to a change agenda in their organization

Ideal ForExecutives, managers, department heads, team leaders, and others working at all levels of organizations in virtually any industry sector who wish to become effective leaders for long-term results.

ModulesManaging for Momentum

• The need for both political and managerial competence• The four dimensions of momentum• Facilitative vs. directive leadership

Structural Momentum• Creating hierarchies, while sustaining groups• Providing resources without going too far• Giving autonomy and defining parameters

Performance Momentum• Being clear about results, while remaining objective• Making adjustments without over-reacting

Competencies and Skills Developed• Describe the dimensions of effective leadership and their implication

on the long-term success of their agenda • Identify the four dimensions of momentum and explain why you

need to manage all four to ensure the success of your agenda• Choose facilitative and directive leadership approaches, as

appropriate• Recognize and respond appropriately to changing conditions within

the organization• Balance multiple considerations in building and maintaining the

capacity of their organization• Evaluate performance and make corrections



Certificate ApplicationBusiness Leadership SkillsChange Leadership

Start Dates2007April 4; May 2, 30; June 27; July 25; August 22; September 19; November 14; December 12.


Leaders need to provide the vision exercise the political agility, and establish the organizational culture necessary to keep their initiatives vital and moving forward. Proactive leaders must have the skills to keep the “soul” of their coalition alive and relevant to the needs of the organization.

This course is designed to help learners:• Manage organizational culture to sustain momentum• Become politically agile in ensuring continued support for their agenda• Manage their coalition—and their agenda—for the long-term

Ideal ForExecutives, managers, department heads, team leaders, and others working at all levels of organizations in virtually any industry sector who wish to become effective leaders for long-term results.

Modules

Cultural Momentum• Creating a problem-solving culture• Developing the collective while supporting the individual• Celebrating results without “worshiping idols”

Political Momentum• Keep the coalition mindset alive• Don’t feed the Trojan horse• Beware of counter-coalitions

Proactive Leadership• Putting your agenda together, from idea to implementation• Planning your next agenda and leveraging current success.

Competencies and Skills Developed• Create a culture of motivation that helps people learn and problem

solve while providing opportunities for affiliation and re-affirmation• Become politically agile: anticipate conflict and continuously

mobilize support to ensure that their agenda remains vital• Build on current success and plan their next agenda• Focus on the big picture - from acting on an idea to implementing

for long-term results - in their organization




PrerequisitesEstablishing Momentum: Managing Structure, Resources, and Performance (ILRSM513) prior to enrolling in this course.

Start Dates

2007April 18; May 16; June 13; July 11; August 8; September 5; October 3, 31; November 28..


ILRSM513 Establishing Momentum: Managing Structure, Resources, & Performance Total training time: six hours over two weeks $599.00 CAD

ILRSM514 Sustaining Momentum:Motivating Through Vision, Culture, & Political AgilityTotal training time: six hours over two weeks $599.00 CAD



37

One of the most important aspects of a manager’s job is to evaluate the feasibility of new initiatives and to make sound investment decisions. This includes conducting a thorough and reliable analysis using the appropriate financial decision-making tools.

In this course, participants will learn the differences between six capital budgeting rules that provide a framework for making sound project investment decisions.

Ideal ForManagers, supervisors, and team leaders at any level responsible for project planning, purchasing decisions, capital budgeting projects, and other important initiatives for their organization.

ModulesConceptual Framework

• How value is created in a business• How capital budgeting rules provide a framework for making project

investment decisions• Appropriate use of other accounting-based techniques such as return

on assets and return on equity

Basic Capital Budgeting Decision Rules• Calculation and appropriate use of net present value (NPV) as a tool

in making project investment decisions• Internal rate of return (IRR), its strengths, weaknesses, and

appropriate use as a decision rule• Payback periods (PP), its strengths, weaknesses, and appropriate use

as a decision rule• Discounted payback periods (DPP), its strengths, weaknesses, and

appropriate use as a decision rule

Special Cases• Calculation and appropriate use of profitability index (PI) as a

decision rule• Calculation and appropriate use of equivalent annual cost (EAC) as a

decision rule

Competencies and Skills Developed• Apply capital budgeting decision rules to make sound financial

choices• Accurately analyze decisions and projects for financial soundness

Authoring FacultySteven Carvell, Ph.D., Associate ProfessorScott Gibson, Ph.D., Assistant Professor


Certificate ApplicationBusiness Leadership Skills Financial Management

Other RequirementsHewlett-Packard 12C CalculatorTexas Instruments BA II Plus Calculator

Start Dates2007April 4, 18; May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 17, 31; November 14, 28.

2008January 16, 30; March 12, 26; April 9; May 7, 21; July 2, 16, 30; August 13, 27; September 10, 24; October 8, 22; November 5, 19; December 3, 17.

In today’s competitive business world, managers are charged with making many project-related decisions, often involving costs or revenues that will be encountered some time in the future. Managers need to have a fundamental understanding of the time value of money.

In this course, participants develop a solid understanding of the time value of money. Using timelines and cash-flow calculations they will learn to project cash flow, calculate payments, establish the value of securities and investments, and determine when it is more cost effective to lease or to buy.

Ideal ForManagers without a significant financial background who are charged with project planning, purchasing decisions, and planning capital budgeting projects.

ModulesIntuition and Conceptual Framework

• Explaining the importance of the timing of future cash flows• Using a cash-flow timeline to conceptualize TVM problems

Basic TVM Tools• Using a financial calculator to solve TVM problems• Calculating the future and present value of a lump-sum payment

Advanced TVM Tools• Calculating the value of perpetuities and growing perpetuities• Calculating the future and present value of annuities

Competencies and Skills Developed• Make planning decisions in the present, based on the accurate

calculation of cash flow projections• Use a cash-flow timeline to conceptualize time-value-of-money

problems• Use a financial calculator to solve time-value-of-money problems • Calculate present and future values of payments, perpetuities, and

annuities• Use these concepts as a foundation for making capital investment

decisions



Certificate ApplicationBusiness Leadership Skills Financial Management

Other RequirementsParticipants in this course need one of the following financial calculators:Hewlett-Packard 12CTexas Instruments BA II Plus

Start Dates

2007April 4, 18; May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 31; November 14.

2008January 2, 16; February 27; March 12; April 23; May 7; June18; July 2, 16, 30; August 13, 27; September 10, 24; October 8, 22; November 5, 19; December 3, 17.

HAME508 Making Capital Investment DecisionsTotal training time: six hours over two weeks $599.00 CAD

HAME507 Mastering the Time Value of MoneyTotal training time: six hours over two weeks $599.00 CAD



38




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In order for organizations to succeed, leaders and managers must be able to accurately interpret and utilize financial reports. In this course, participants will learn how to read and interpret income statements, balance sheets, and cash flow statements.

Ideal ForProfessionals who deal with financial reports and need to understand how to accurately interpret and use the data to improve efficiency and productivity for their department and organization.

ModulesReading the Income Statement

• Understanding the purpose of the income statement and its overall structure

• Interpreting the income statement line by line• Using the income statement

Reading the Balance Sheet• Understanding the purpose of the balance sheet and its overall

structure• Interpreting the balance sheet line by line• Using the balance sheet

Reading the Cash Flow Statement• Understanding the purpose of the cash flow statement and its overall

structure• Interpreting the cash flow statement at a detailed level• Using the cash flow statement

Other Elements of Financial Reporting• The purpose of an annual report• Online sources of financial information• GAAP and FASB, and their influence on the structure and use of

these financial statements

Competencies and Skills Developed• Understand and interpret the information found in the three

principle financial statements• Understand how the three reports relate to one another and how they

are combined (with additional information) to serve as an annual report

• Work with online sources of financial information to conduct research on other publicly-traded firms and industries



Certificate ApplicationBusiness Leadership Skills Financial Management Master Certificate in the Essentials of Hospitality Management


Start Dates2007April 4, 18; May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 17; November 28; December 12.

2008January 30; March 26; April 9; May 21; June 4; July 2, 16, 30; August 13, 27; September 10, 24; October 8, 22; November 5, 19; December 3, 17.

The ability of an organization to analyze its financial position is essential for improving its competitive position in the marketplace. In this course, participants will learn to use several ratio analysis instruments to achieve a comprehensive understanding of a firm’s financial performance.

Ideal ForProfessionals who deal with financial reports and need to understand how the data can be analyzed to accurately assess their organization’s financial strength.

ModulesAsset Management Ratios

• The purpose, audience, and method of computation of asset management ratios

• Using these ratios to evaluate the asset management of the business• Interpreting these ratios, and identifying ways to improve them

Solvency and Capital Structure Ratios• The purpose, audience, and method of computation of liquidity,

coverage, and leverage ratios• Using these ratios to assess short- and long-term solvency • Interpreting these ratios, and identifying ways to improve them

Profitability Ratios and Dupont Analysis• The purpose, audience, and method of computation of marginratios,

return on assets, and equity ratios, and Dupont method• Using these ratios to assess profitability• Interpreting these ratios, and identifying ways to improve them

Valuation Ratios• The purpose, audience, and method of computation of equity price

multiples and enterprise value multiples • Using these ratios to compute valuation• Interpreting these ratios, and identifying ways to improve them

Competencies and Skills Developed• Use ratio analysis to identify areas of strong financial performance

and those that need improvement• Accurately assess the financial performance of a department, unit,

or organization relative to its competitors or to its own past performance



Certificate ApplicationBusiness Leadership Skills Financial Management Master Certificate in the Essentials of Hospitality Management


Start Dates2007April 4, 18; May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 7, 31; December 12.

2008January 2; February 13, 27; April 9, 23; June 4, 18; July 2, 16, 30; August 13, 27; September 10, 24; October 8, 22; November 5, 19; December 3, 17.

HAME513 Understanding Financial StatementsTotal training time: six hours over two weeks $599.00 CAD

HAME514Using Ratio Analysis to Evaluate Financial PerformanceTotal training time: six hours over two weeks $599.00 CAD



39

In a highly global market, organizations that have the ability to analyze and rapidly respond to the constantly changing marketplace will have the greatest chance of remaining competitive and profitable. This is greatly dependent upon work teams that are cohesive, flexible, and able to rapidly arrive at important decisions. Group decision making provides for increased ability to gather pertinent information, to develop creative solutions, and to generate new ideas.

In this course, participants will explore the benefits inherent in group decision making and will learn about models and techniques for efficient group decision making that lead to enhanced productivity and organizational performance.

Ideal ForProfessionals who lead or manage teams, or aspire to, and seek to enhance team decision making to improve overall productivity.

Modules

Models, Techniques, and Methods for Decision Making• Factors to consider in determining whether to employ group

decision making• Advantages of group decision making• Symptoms and potential consequences of “groupthink”• “Risky shift”• Group versus individual tolerance for risk• Common models of decision making• Implementing decision-making models for specific circumstances• Techniques for group decision making and strategies to reach high-

quality group decisions• Factors involved in choosing the most appropriate decision-making

method

Assessing Ethical Implications of Decisions• Ensuring ethical soundness of group decisions• Ethical behavior in both leadership and contributing roles within the

group

Competencies and Skills Developed• Determine whether or not to employ group decision making• Evaluate the most appropriate decision-making method for a

particular circumstance• Apply the techniques that improve and facilitate group decision

making• Facilitate effective participation of team members in problem solving• Implement strategies to help groups arrive at the best decisions



Start Dates

2007May 16; July 11; September 5; October 31.

2008January 2, 30; February 27; March 26; April 23; May 21; June 18; July 16; August 13; September 10; October 8; November 5; December 3.

If organizations are to remain productive and maintain a competitive advantage in this fast-paced, constantly changing, global economy, it is essential that they understand how to create and utilize effective work teams at all levels of the organization. When well managed, teams improve productivity, innovation, and the likelihood of success. Ineffective teams lead to frustration and the loss of time and productivity.

In this course, participants will explore the dimensions and inherent benefits of a well-organized, synchronized team and how to develop a systematic and concrete approach to organizing individuals into a highly effective, productive, and cohesive work force.

Ideal ForManagers, supervisors, and team leaders who need to organize their employees into productive, innovative teams.

Modules

Teams and Team Goals• Benefits of working in teams over working independently• Establishing clear team goals• Characteristics of effective goals• Participatory goal setting

Team Member Behavior, Norms, and Group Interaction• Task functions and relationship functions• Behaviors that encourage or harm member relations• Developing healthy, productive group norms• Strategies to deal with social loafing• Factors affecting cohesion/cohesiveness• Bales Interaction Analysis • Five basic group structures and how they influence communication

flow• Characteristics of a well-functioning team• The role of the participant observer

Competencies and Skills Developed• Explain the principles of group dynamics and development• Describe the dimensions of team member behavior• Assess how effectively a team functions



Certificate ApplicationLeading Management Teams

Start Dates

2007May 2; June 27; August 22; December 12.

2008January 16, February 13; March 12; April 9; May 7; June 4; July 2, 30; August 27; September 24; October 22; November 19; December 17.

HAME 505 Facilitating Group DiscussionsTotal training time: six hours over two weeks $575.00 CAD

HAME504 Understanding Team DynamicsTotal training time: six hours over two weeks $575.00 CAD



40




40

In a networked economy, the overload of information, tasks, and meetings, as well as the need to stay connected to colleagues in other time zones, often erodes productivity and effectiveness. Managers need the strategies and techniques for work prioritization and personal time management that are so vital for success in today’s demanding, multitasking workplace.

In this course, participants will learn about the best practices for structuring their own personal time and workload, and for leading efficient and successful meetings for increased productivity.

Ideal ForManagers, supervisors, and team leaders at any level of the organization and in any industry who want to learn to make their workdays more productive.

Modules

Solving Time Management Problems• Tendencies that affect personal time-management behaviors• Strategies for beating procrastination• Distinguishing essential tasks from those of lower priority• Distinguishing between urgent and important events• “Time robbers”• Personal habits that impede effective time management• Analyzing interruptions to reduce the tendency of others to cut into

your valuable time• Assertiveness skills for effective time management• Constructive confrontation• Using a time log to analyze your habits and work activities

Managing Team Meetings• Functions served by meetings• Effective meeting preparation• Best practices for leading a meeting effectively• Asking the right questions to achieve the most effective group

participation• Six categories of questions and the appropriate use of each

Competencies and Skills Developed• Identify and overcome personal tendencies that lead to

procrastination• Efficiently prioritize tasks and events based on urgency• Plan and lead meetings that successfully disseminate relevant

information and increase morale and productivity



Start Dates

2007April 4; May 30; July 25; September 19; November 14.

2008January 16; February 13; March 12; April 9; May 7; June 4; July 2, 30; August 27; September 24; October 22; November 19; December 17.

With emerging technologies and expanding global marketplaces, it is imperative that organizations become highly proficient in driving their change agenda. Whether diversifying, downsizing, merging, reorienting business, or developing new management structures, organizations must be able to effectively carry out change initiatives to remain productive and competitive.

In this course, participants learn to assess organizational readiness and their own ability to facilitate change. Working with a comprehensive organizational change scenario, this experiential exercise provides an opportunity for participants to learn by doing and to assess their own effectiveness in facilitating change.

Ideal ForManagers, supervisors, and team leaders in any organization who want to learn how to successfully initiate organizational or departmental change.

Modules

Managing Change• Organizational change tactics and their correspondence to different

stages of readiness or willingness to accept change• Stages of adoption of innovation: awareness, appraisal/trial, and

adoption• Different reactions to organizational change and innovation on the

part of innovators, early adopters, early majority, late majority, and resistors

• Recognizing that creating change is part skill, part art, and part luck• Cultural aspects of organizations and their impact on change efforts• Frustrations managers experience in implementing change

initiatives

Competencies and Skills Developed• Evaluate an organization’s level of readiness and willingness to

change and use techniques to bring it to an acceptable level • Identify and minimize a manager’s frustrations in implementing

change initiatives• Develop and implement an effective methodology for carrying out a

successful change initiative

Authoring FacultyCathy A. Enz, Ph.D., Professor


Certificate ApplicationLeading Management Teams

Start Dates

2007April 18; June 13; August 8; October 3; November 28.

2008January 30; March 26; May 21; July 16; September 10; November 5.

HAME506Improving Personal & Workgroup ProductivityTotal training time: six hours over two weeks $575.00 CAD

HAME511 Managing Change InitiativesTotal training time: six hours over two weeks $575.00 CAD



41

In this interactive, skill-based course, participants will learn how to prepare for job interviews, create a positive interviewing environment, conduct legal and unbiased interviews, and identify the best-qualified candidate for the position.

Ideal ForHuman resource and recruiting specialists, department heads, and managers working at all levels of the organization who are involved in the hiring process. This course contains content suitable for people who want exposure to U.S. based legislation.

ModulesLegal and Unbiased Interviewing

• Problematic and inappropriate questions, statements, and behaviors, and the specific law(s) to which they relate

• Additional resources for questions about specific employment laws• Avoiding legal problems prior to and during the interview and

selection process• Societal, organizational, and individual biases and how they can

affect the assessment of candidates

Interviewing and Selecting Candidates• Effective questioning techniques to use when interviewing• Effective note-taking techniques• Selecting effective questions that are consistent with the Results

based Selection Requirements (RSR) form• The role of the resume in the interview process• Creating an interview environment that is conducive to the exchange

of information• Watching for verbal and nonverbal cues• When and how to ask probing• Effective ways to close interviews• Warning signs during the interview/selection process• The role and importance of checking references• Communicating with candidates to whom offers of employment are,

and are not, extended

Competencies and Skills Developed• Ensure compliance with applicable employment laws• Identify problematic and inappropriate questions, statements, and

behaviors that can occur in an interview• Proactively avoid legal problems throughout the interview process• Avoid bias and stereotypes in order to accurately assess a candidate• Develop and carry out highly effective, efficient, unbiased interviews

using a Results-based Selection Requirements (RSR) process• Objectively compare candidates and select the best-qualified

candidates for their organization

Authoring FacultyCathy Lee Gibson, Associate Director, HR SeriesAnthony Panos, Statewide Director, Management Series

Sponsoring SchoolCornell University’s School of Industrial and Labor Relations

Certificate ApplicationHR: Selection and Staffing ME: Interviewing and Selection Supervisory Skills

Start Dates2007May 16; July 11; September 5; October 31.

2008January 2; February 13; April 9; June 4; July 30; September 24; November 19.

Making the wrong hiring choices is costly and time consuming for organizations of all sizes. An effective way for businesses to identify the best candidates for a position is through a structured, job-focused interviewing process, where interviewers have effective interviewing skills and understand the legal aspects of employment practices. In this interactive, skill-based course, participants learn how to structure an interview using the Results-based Selection Requirements (RSR) process.

This model eliminates bias and stereotyping of job candidates, examines compliance with employment laws, and focuses on the communication and listening skills required for effective interviewing.

Ideal ForHuman resource and recruiting specialists, as well as managers working at all levels of the organization who are involved in the hiring process. This course contains content suitable for people who want exposure to U.S. based legislation.

Modules

Communication Skills for Interviewing• Determining your communication style and applying it productively

during the interview process• Three primary communication styles and the strengths of each• Increasing the degree to which you are perceived as approachable to

elicit more candid responses from candidates• Nonverbal, verbal, and interpretive dimensions of listening

Using Job Results to Develop Selection Requirements• Why develop Results-based Selection Requirements (RSRs)• Preparing a Results-based Selection Requirements form

Competencies and Skills Developed• Develop and demonstrate effective, unbiased interviewing techniques• Use advanced listening skills• Learn how approachability and openness can elicit candid responses

from job candidates• Recognize and ensure compliance with applicable employment

processes• Design and implement a system of Results-based Selection

Requirements as a foundation for the interview process

Authoring FacultyCathy Lee Gibson, Associate Director, HR SeriesAnthony Panos, Statewide Director, Management Series


Certificate ApplicationHR: Selection and Staffing ME: Interviewing and Selection Supervisory Skills

Start Dates

2007May 2; June 27; August 22; October 17; December 12.

2008January 30; March 26; May 21; July 16; September 10; November 5.

ILRMD502Legal and Unbiased Interviewing & SelectionTotal training time: six hours over two weeks $575.00 CAD

ILRMD501 Selection Requirementsand Communications Skills for InterviewingTotal training time: six hours over two weeks $575.00 CAD



42




42

Successful organizations use the creative energy of their employees in seeking solutions to organizational problems. They realize that those individuals involved in the actual work are in the best position to define systemic and process weaknesses and identify opportunities for improvement.

In this course, participants learn to increase productivity, creativity, and efficiency by involving their employees in a continuous improvement process that encourages improved communication and collaboration. Participants will also explore personal paradigms or patterns of thought and behavior that prevent them from achieving positive change and success.

Ideal ForManagers, supervisors, and team leaders in virtually any industry who wish to continuously effect positive change and increase the productivity and efficiency of their organizations.

Modules

Paradigms and Change• Paradigms and day-to-day challenges in the workplace• Evaluating paradigms as useful or in need of change• Recognizing “good” versus “bad” change• Problem-solving techniques• Involving employees in process changes

Communication and Listening• Barriers to communication• Differing communication styles as barriers to getting work done• Clear communication and use of terminology to avoid

misunderstandings• Attitudes and behaviors that are essential to clear communication• Active listening techniques

Competencies and Skills Developed• Identify personal and professional paradigms and understand how

shifts in thinking can improve performance• Analyze when organizational change is beneficial and when it should

be avoided• Involve employees in problem solving and decision making• Assess personal communication styles toward improved listening

skills and approachability

Authoring FacultyTom Willett, Management Development ProgramsAnthony Panos, Statewide Director, Management Series Cornell/ILR Extension Faculty


Certificate ApplicationHR: Performance Management ME: Managing Performance ME: Managing Productivity Supervisory Skills

Start Dates

2007April 4; May 2, 30; June 27; July 25; August 22; September 19; October 17; November 14; December 12.

2008January 30; February 27; March 26; April 23; May 21; June 18; July 16; August 13; September 10; October 8; November 5; December 3.

In this course, participants will examine leadership styles that are exhibited by highly successful managers. They will explore techniques for aligning individual employee motivators with an organization’s goals and interests.

Participants will also learn how to create a motivated, team-oriented, and productive workforce and how to appropriately and positively confront problems and resolve conflict.

Ideal ForManagers, supervisors, and team leaders who are responsible for the productivity and morale of their employees.

ModulesMotivating for Achievement

• Determining individual motivators• Identifying motivational opportunities in work assignments• The importance of motivation to a supervisor• Non-financial motivators that support the goals of the organization

and the employee• Indicators of motivation• Aligning motivators with organizational objectives

Positive Confrontation• Confrontation as a motivational and developmental tool• Differences between confrontation and conflict• The consequences of avoiding confrontation• Common pitfalls to conflict resolution• Five-step process to resolve conflict• Six different types of difficult people• Techniques to make difficult people more productive • Progressive discipline

Leadership• A practical model for using different leadership styles• The interrelationship between supervising, managing, and leadership

techniques• Balancing directive and supportive leadership styles to develop

employees’ performance

Competencies and Skills Developed• Apply motivational techniques to improve employee performance and

enhance productivity• Align workers’ personal goals with the goals of the organization• Resolve internal conflict in a positive and productive manner• Balance directive and supportive leadership styles to develop and

improve employees’ performance

Authoring FacultyTom Willett, Management Development ProgramsAnthony Panos, Statewide Director, Management SeriesCornell/ILR Extension Faculty


Certificate ApplicationHR: Performance Management ME: Managing Performance ME: Managing Productivity Supervisory Skills

Start Dates2007April 18; May 16; June 13; July 11; August 8; September 5; October 3, 31; November 28.


ILRMD503Overcoming Barriers to Successful ManagementTotal training time: six hours over two weeks $575.00 CAD

ILRMD504 Leading People to Higher PerformanceTotal training time: six hours over two weeks $575.00 CAD



43

Managers frequently make employment decisions that have legal implications for their organizations. This course addresses the relevant laws and their application to daily operations and special situations in layperson’s terms.

The course focuses on avoiding potentially illegal behaviors when interviewing, evaluating, and disciplining employees and on applying strategies for dealing with inappropriate behavior according to company policy and best practices.

Ideal ForShift supervisors, entry-level to mid-level managers, and members of revolving project teams with no direct reports.

Modules

Preventing and Addressing Inappropriate Workplace Behaviors• Scope and range of inappropriate behaviors• Role of managers in fostering appropriateness in the workplace• Sexual and other forms of illegal harassment• Inappropriate behavior and company policy• Strategies for dealing with inappropriate behaviors• Handling confidential issues

Competencies and Skills Developed• Identify whether a behavior is appropriate or inappropriate in a given

situation and why• Identify and follow company policies and procedures when handling

potential policy violations involving inappropriate behaviors• Apply strategies for dealing with inappropriate behavior according to

company policy and best practices• Manage confidential issues surrounding inappropriate behavior

correctly

Authoring FacultyAndrea M. Basile Terrillion, Esq., Director of ManagementShelley Greenwald, Esq., Adjunct Faculty


Certificate ApplicationME: Managing Performance ME: Interviewing and Selection Supervisory Skills

Start Dates


2008March 12; May 7; July 2; August 27; October 22; December 17.

Explore federal, state, and local employment laws and learn how to comply with Equal Employment Opportunity (EEO), Affirmative Action (AA) and Diversity issues. Learn to recognize and avoid potential legal risks in everyday workplace situations, and know when to seek in-house or outside counsel.

Work within the law when interviewing, hiring, evaluating, and firing employees. This course contains content suitable for people who want exposure to U.S. based legislation.

Ideal ForShift supervisors, entry-level to mid-level managers, and members of revolving project teams with no direct reports.

Modules

Legal Issues in the Workplace• The scope of employment laws• Equal Employment Opportunity laws, Affirmative Action, and

Diversity• Recognizing EEO legal risks• Strategies for minimizing EEO legal risks• Wage, safety, and other employment laws• Assessing whether an FMLA, FLSA, OSHA, or state law situation

represents a legal risk

Competencies and Skills Developed• Recognize employment-related laws and assess their impact on

employment-related decisions• Recognize how Equal Employment Opportunity, Affirmative Action,

or Diversity applies to employment-related issues• Categorize employment-related issues into legal or employee

relations issues to enable you to assess legal risks associated with management decisions

• Recognize the difference between employee relations issues and potentially unlawful situations in the workplace

• Avoid potentially illegal behaviors when interviewing, evaluating, and disciplining employees

• Avoid potentially illegal behaviors in situations involving FMLA, FLSA, OSHA, or state laws

Authoring FacultyAndrea M. Basile Terrillion, Esq., Director of ManagementShelley Greenwald, Esq., Adjunct Faculty


Certificate ApplicationME: Managing Performance ME: Interviewing and Selection Supervisory Skills

Start Dates


2008January 16; February 27; April 23; June 18; August 13; October 8; December 3.

ILRMD506 Preventing and Addressing Inappropriate Workplace BehaviorTotal training time: six hours over two weeks $575.00 CAD

ILRMD505 Legal Issues in the WorkplaceTotal training time: six hours over two weeks $575.00 CAD



44




44

The ability to manage time and prioritize one’s work is an essential skill that professional managers must master in order to be successful. Today, most jobs require managing multiple priorities while simultaneously looking for ways to improve performance. In addition, professionals need to balance careers with personal priorities.

In this course, participants learn a series of invaluable techniques for managing time, setting priorities, changing mental patterns to enhance productivity, and focusing on personal values and life goals.

Ideal ForEntry-level managers, administrative personnel, and shift supervisors. Employees needing to improve their priority management skills (such as information technology employees, office managers, etc.). Employees with supervisory responsibilities.

Modules

The Power of Managing Priorities• Mind-set and how it affects productivity• The benefits and results of changing mental patterns, and techniques

for changing them• Differences between a task and a priority• Setting goals with the SMARTS technique• The importance of goal setting in managing time and priorities• Defining your personal mission• Delegation techniques

Identify and Overcome Time-Wasters• Analyzing and addressing time-wasters• Tools for planning and tracking priorities• Techniques to maximize daily productivity• Techniques to overcome internal and external productivity

roadblocks• Techniques to reduce burdensome and unimportant paperwork• Managing email more successfully

Competencies and Skills Developed• Recognize and respond to the benefits of setting priorities• Recognize and practice mental techniques for becoming more

organized• Develop a personal mission statement to balance work and personal

goals in a way that promotes achieving both • Identify time-wasters and practice techniques for managing them• Use tools to set and rank priorities• Process paperwork systematically and efficiently• Create an action plan for managing multiple priorities

Authoring FacultyJudith D. Hampton, Professor


Certificate ApplicationME: Managing Productivity Supervisory Skills

Start Dates



Successful leaders and managers are dependent on their abilities to deal with and manage the interruptions, conflicts, and stress that are inherent in managing others. In this course, participants will learn about a number of resources and practical techniques for maintaining good working relationships and working with others efficiently and harmoniously. They will also learn the tools and techniques that are instrumental for effective communication and conflict resolution and how to deal with potentiallyunproductive situations and co-workers.

Ideal ForEntry-level managers, administrative personnel, and shift supervisors. Employees needing to improve their priority management skills (such as information technology employees, office managers, etc.). Employees with supervisory responsibilities.

Modules

Manage Interruptions• Recognizing interruptions that have little or no relevance to

responsibilities• Using a positive approach to handle interruptions• Redesigning work to reduce interruptions

Delegation, Motivation, and Communication• The meaning of delegation and the strategic use of delegation

techniques• Applying active listening techniques to be more productive• The value of prompt and lasting conflict resolution• Tools that enhance efficiency

Successfully Managing Stress• Indicators that you are under stress, and situations in your life that

generate stress• Stress-management techniques

Competencies and Skills Developed• Manage interruptions while maintaining good working relationships• Improve productivity by delegating tasks, motivating others, and

resolving conflicts• Successfully manage stress• Create an action plan for managing multiple priorities

Authoring FacultyJudith D. Hampton, Professor



Start Dates

2007April 18; May 16; June 13; July 11; August 8; September 5; October 3, 31; November 28.


ILRMD507 The Power of Managing Your Time and Personal PrioritiesTotal training time: six hours over two weeks $575.00 CAD

ILRMD508Managing People Issues to Stay Focused on PrioritiesTotal training time: six hours over two weeks $575.00 CAD



45

Interpersonal communication is often one of the most challenging aspects of a career. To communicate successfully, professionals need to find a balanced approach to dealing with difficult people or conversations. One must be assertive enough to avoid being taken advantage of, but not so aggressive that he or she alienates or upsets co-workers.

In this course, participants will learn how to be assertive and professional when dealing with challenging conversations and people. They will also learn how to analyze and make use of criticism to improve their skills and abilities.

Ideal ForEmployees with supervisory responsibilities, entry-level managers and supervisors, and shift supervisors. Members of revolving project teams with no direct reports.

Modules Assertive Communication Skills

• Optimizing your message and your meaning when it’s your turn to speak

• Assertive communication skills• Coping with communication anxiety• Managing criticism

Communicating with Difficult People• Decreasing defensiveness in a challenging situation• Remaining assertive during challenging conversations• Analyzing difficult people• Building rapport• Non-verbal factors that influence challenging communication

Competencies and Skills Developed• Demonstrate the skills needed to communicate in an assertive

manner in all situations• Identify how to manage and cope with criticism• Identify how to manage and cope with communication anxiety• Use feedback to improve professionalism• Identify skills for clearly communicating ideas, thoughts, and feelings

in challenging conversations• Create a plan for conducting a challenging conversation• Demonstrate an understanding of how non-verbal behavior can be

used effectively in a challenging conversation • Identify effective methods for dealing with difficult people and

situations

Authoring FacultyNancy Lampen, Director, International Programs

Sponsoring School Cornell University’s School of Industrial and Labor Relations

Certificate ApplicationHR: Foundations of Employee Relations ME: Managing Performance ME: Interviewing and Selection ME: Managing Productivity Supervisory Skills

Start Dates2007April 18; May 16; June 13; July 11; August 8; September 5; October 3, 31; November 28.

2008February 13; March 12; April 9; May 7; June 4; July 2, 30; August 27; September 24; October 22; November 19; December 17.

Interpersonal communication is one of the most challenging and important aspects of a successful career. It is essential for leaders and managers to understand the basics of communications, their own communication styles, the critical role of emotional intelligence, and the impact of all of this on their co-workers and their organization.

In this course, participants will learn why good interpersonal communication skills are so important, how personality styles affect personal communication styles, and how this understanding can improve one’s ability to work with and manage employees.

Ideal ForEmployees with supervisory responsibilities, entry-level managers and supervisors, and shift supervisors. Members of revolving project teams with no direct reports.

Modules

Effective Communication• Competencies of good communication• Benefits of improved communication in the workplace and elsewhere• Emotional intelligence and how it relates to communication

competencies

Communication Preferences• The impact of the four Myers-Briggs scales• Effects of personality type on methods of communication• Work preferences for a variety of Myers-Briggs types• The effect of various response styles in different work place situations

Listening• Skills needed to listen actively• The role of nonverbal communication in listening

Competencies and Skills Learned• Increase awareness of, and ability to manage, workplace

communication behaviors• Understand the influence of personality type on communication• Develop strategies for effective listening• Sustain positive rapport during difficult discussions• Manage nonverbal messages• Give constructive feedback

Authoring FacultyNancy Lampen, Director, International Programs


Certificate ApplicationHR: Foundations of Employee Relations ME: Interviewing and Selection ME: Managing Productivity Supervisory Skills

Start Dates



ILRMD510 Managing Communication ChallengesTotal training time: six hours over two weeks $575.00 CAD

ILRMD509The Impact of Personality Styles on CommunicationTotal training time: six hours over two weeks $575.00 CAD



46




46

Organizations that run at peak performance understand that managing employee performance must be an active, continuous, and structured process of valuable feedback and constructive assessment. In this course, participants learn how to successfully design and use an integrated performance management model to effectively set specific goals that are tied to the organization’s productivity and are a basis of ongoing feedback and periodic job evaluations.

Ideal ForEntry-level managers and supervisors, and shift supervisors. Human Resources specialists, coordinators, and managers.

Recruiting professionals, administrative personnel, who support the performance management process, and employees affected by corporate initiatives to improve supervisory effectiveness.

Modules

Managing Performance• The role of the manager in the performance management process• Recognizing and overcoming factors that make managing

performance challenging• Managing within the “Nine Boxes” of performance management• Collaborative goal setting• Using ongoing feedback and effective performance-based

communication• Planning and writing performance appraisals, incorporating

employee input• Delivering a collaborative performance appraisal• Engaging employees in the performance management process

Competencies and Skills Developed• Demonstrate the role a manager should play in the performance

management system• Participate in a collaborative goal-setting process that reflects overall

organization goals• Use ongoing feedback and effective performance-based

communication• Deliver a collaborative performance appraisal

Authoring FacultyCathy Lee Gibson, Associate DirectorTom Willett, Director, Management Development ProgramRonald M. Katz, Adjunct Faculty



Start Dates


2008January 16; March 12; May 7; July 2; August 27; October 22; December 17.

In realizing the vision of phenomenal customer service, high-performing organizations focus first on serving and satisfying the customers within. This course helps managers establish a strong internal service culture toward the goal of exceeding customer expectations.

The course emphasizes the methods of creating and maintaining an organizational culture that rewards and reinforces internal service behaviors. Participants learn how to select and develop high-performing employees and how to set and maintain service standards

Ideal ForMidlevel and high-potential managers to upper-level executives— charged with creating, implementing, and sustaining an internal service culture as a strategy to drive future organizational success.

Modules

Identifying High-Potential Service Employees• The Intangible Side of Providing Phenomenal Service• Identifying the Intangibles of Phenomenal Service

Creating and Maintaining Internal Service Systems• Communicating Standards of Phenomenal Service• Supporting Phenomenal Service• Providing Leadership for Phenomenal Service

Competencies and Skills Developed• Discuss the nature and importance of intangible personal

characteristics in the delivery of phenomenal service • Describe the variety of selection strategies available to identify service

intangibles• Clearly articulate service standards and communicate them

throughout the organization• Create internal systems to maintain and continuously improve

processes related to phenomenal service• Discuss the impact implementing the ideas from this course can have

on your organization’s service quality



Start Dates

2007May 16; July 11; September 5; October 31; December 12.


ILRMD511 Managing PerformanceTotal training time: six hours over two weeks $575.00 CAD

HAME518 Creating Service CulturesTotal training time: six hours over two weeks $575.00 CAD



47

Every employee is an important member of the service delivery team. Organizational members must work together to ensure consistent, high-quality customer service. Effectiveness requires the development of exceptional customer-service skills appropriate to the particular organization.

This course prepares supervisors and managers to identify these key service requirements and implement a variety of training methods to ensure the development and reinforcement of service attitudes and skills.

Ideal ForSupervisors through upper-level and high-potential managers – whose success depends on their and their employees’ ability to deliver phenomenal customer service.

Modules

The First Secret: Phenomenal Verbal Communication Skills• Responding with Empathy• Responding Objectively

The Second Secret: Phenomenal Non-Verbal Communication Skills• Controlling Vocal Cues• Reinforcing Verbal Messages• Using Body Language

The Third Secret: Phenomenal Listening Skills• Influences on Listening Effectiveness• Listening as a Customer Service Skill

Competencies and Skills Developed• Describe challenges confronting employees in the area of service

communication• Identify essential service skills specific to a particular position• Describe the secrets of effective service communication: phenomenal

verbal communication, nonverbal communication, and listening skills• Analyze service encounters to better address specific customer needs

and requirements



Start Dates

2007May 2; June 27; August 22; October 17; December 12.


HAME519 Secrets of Phenomenal Customer ServiceTotal training time: six hours over two weeks $575.00 CAD

92Percent

of eCornell students

complete their training,

two to three times

the e-learning norm.


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48

In today’s litigious workplace environment, being on top of legal issues that directly affect individual employees and your organization is critical to your success as an HR professional.

This course will introduce you to the relationship between Equal Employment Opportunities (EEO) laws, Affirmative Action (AA) laws, and the concept of Diversity. With our case study approach, you will not only learn about relevant federal, state, and local laws, but also be able to apply them to daily operations and special situations. This course contains content suitable for people who want exposure to U.S. based legislation.

Ideal ForHR generalists looking for stronger skills at preventing and managing internal legal issues and an understanding of the laws affecting employer-employee relations. Line managers and supervisors who would benefit from a working knowledge of laws affecting the workplace.

Modules:

Putting Employment Laws into Context• An examination into the layers of employee rights• What employment laws cover, and how various laws, court rulings,

and agreements all influence employer-employee relations

EEO, Affirmative Action, and Diversity• The relationship between Equal Employment Opportunities (EEO)

laws, Affirmative Action (AA) laws and the concept of Diversity• The separate EEO and AA laws, specifically Title VII of the Civil

Rights Act of 1964 (Title VII), Age Discrimination in Employment Act (ADEA), Americans With Disabilities Act (ADA), and AA laws

Competencies and Skills Developed • Describe the relationship between laws, court cases, agreements, and

policies and procedures related to employment issues• Describe EEO, AA, and Diversity, as well as some of the key legal

aspects of each law or policy• Recognize EEO, AA, and Diversity issues within your workplace• Conduct investigations into EEO, AA, and Diversity issues by

identifying questions and information you will need to gather• Organize information needed by legal experts when seeking advice

about EEO, AA, and Diversity matters• Develop strategies for helping your organization comply proactively

with EEO, AA, and Diversity laws and policies

Authoring FacultySusan Brecher, Esq , Director, Curriculum Training & Design


Certificate ApplicationHR: Benefits and Compensation HR: Selection and Staffing HR: Employee Relations HR: Performance Management Human Resources Studies

Start Dates

2007April 4, 18; May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 17, 31; November 14, 28; December 12.


This course will introduce you to OSHA, FLSA, FMLA,NLRA, and state laws, what they cover, how they apply, and how to recognize and handle issues pertaining to these laws in the workplace. This course contains content suitable for people who want exposure to U.S. based legislation.

Ideal ForHR generalists, line managers and supervisors who would benefit from a working knowledge of laws affecting the workplace.

ModulesExploring Individual Laws

• Key employment laws and theories for FMLA, FLSA, OSHA, NLRA, and related state and local laws

• Identifying and organizing information needed in order to seek advice from a legal expert on issues surrounding these laws

• Strategies for helping an organization comply proactively with these laws

Exploring Multiple Laws• Identifying the legal issues surrounding FMLA, FLSA, OSHA, NLRA,

and related state and local laws that may apply to complex workplace situations

• Asking the right questions to determine which employment laws may apply to complex workplace situations

• Gathering the necessary information to help in the legal analysis of situations involving multiple laws

Competencies and Skills Developed• Describe FMLA, FLSA, OSHA, NLRA, and state and local laws, as well

as some of the key legal aspects of each law or policy• Recognize workplace issues related to FMLA, FLSA, OSHA, NLRA,

and state and local laws• Conduct investigations into workplace issues involving one or more

of these laws by identifying questions and information you will need to gather

• Organize information needed by legal experts when seeking advice about FMLA, FLSA, OSHA, NLRA, and state and local matters

• Develop strategies for helping your organization comply proactively with FMLA, FLSA, OSHA, NLRA, and state and local laws and policies

Authoring FacultySusan Brecher, Esq , Director,Curriculum Training & Design

Sponsoring School Cornell University’s School of Industrial and Labor Relations

Certificate ApplicationHR: Benefits and Compensation HR: Selection and Staffing HR: Employee Relations HR: Performance Management Systems and Processes in HR Human Resources Studies

PrerequisitesIf unfamiliar with this topic you may want to complete Issues and Concepts in Equal Employment Opportunities Law (ILRHR501) prior to ILRHR502.

Start Dates2007April 4, 18; May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 17, 31; November 14, 28; December 12.


ILRHR501 Issues and Concepts in Equal Opportunity LawTotal training time: six hours over two weeks $575.00 CAD

ILRHR502 Employment Laws for the HR ProfessionalTotal training time: six hours over two weeks $575.00 CAD



49

The focus of this course is health, or welfare, benefits: what they are, how they are funded, what is mandated and what options exist. The course also explores other types of benefits, including flexible benefits and flexible spending accounts. This course contains content suitable for people who want exposure to U.S. based legislation.

Ideal ForHR generalists who require a comprehensive overview of the benefits function, and individuals who have recently acquired responsibility for benefits administration and/or planning.

Modules

Group Welfare Plans• Welfare benefits terms and concepts• Effectively communicating the features of welfare benefits to

employees• Cost shifting options• Flexible spending accounts

Flexible Benefits and Trends• Flexible benefits: what they are and how they work• Future trends in the world of benefits• Additional types of benefits that can help you serve a diverse

workforce• Effectively communicating the features of flexible benefits to

employees

Competencies and Skills Developed• Identify general benefits terms related to health insurance• Use a Benefits Manual, Summary Plan Description, or other internal

and external resources to understand the benefit plans that an organization offers

• Describe and define welfare benefits terms and concepts• Identify health benefit initiatives for your organization to consider• Communicate (or assist in communicating) the features of health

benefit plans to management and employees• Begin to develop the skills needed to establish an ongoing

relationship with employees, benefit experts, and service providers in order to help people understand their health benefits and make the right decisions

Authoring FacultyM. Michael Markowich, Ph.D., Extension FacultyDeborah Peters, Teaching Associate


Certificate ApplicationHR: Benefits and Compensation Human Resources Studies

Start Dates



As an HR professional, successfully negotiating, procuring, and administering an attractive benefits package enhances your value to your organization and employees.

This course explores the current environment of the benefits industry and goes in-depth into retirement plans. This course contains content suitable for people who want exposure to U.S. based legislation.

Ideal ForHR generalists who require a comprehensive overview of the benefits function, and individuals who have recently acquired responsibility for benefits administration and/or planning.

Modules

The World of Benefits• Vocabulary and tools of the trade used in the benefits world• The different components of benefits programs• The importance of communication to any benefits program

Retirement Plans• Understanding the retirement planning goals of individuals• Ways in which retirement plans can be structured• The difference between defined benefit and defined contribution

plans• Communicating the features of retirement benefit plans to

employees

Competencies and Skills Developed• Define and describe retirement benefits terms and concepts • Recognize the difference between defined benefit and defined

contribution plans• Identify retirement benefit initiatives for your organization to

consider• Communicate (or assist in communicating) the features of

retirement benefit plans to management and employees• Begin to develop the skills needed to establish an ongoing relationship

with employees, benefit experts, and service providers in order to help people understand their retirement benefits and make the right decisions

Authoring FacultyM. Michael Markowich, Ph.D., Extension FacultyDeborah Peters, Teaching Associate



Start Dates

2007April 4, 18; May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 17, 31; November 14, 28; December 5,12.


ILRHR504Fundamentals of Welfare and Flexible BenefitsTotal training time: six hours over two weeks $575.00 CAD

ILRHR503 Fundamentals of Retirement BenefitsTotal training time: six hours over two weeks $575.00 CAD



50




50

This course covers how to develop a strong employee relations program that inspires people to deliver maximum levels of performance, models the company culture, and carries out your corporate strategy.

The course uses an interactive case study simulation to address many of these topics.

Ideal ForHR professionals who have responsibility for employee relations in their organizations, and employees who have recently assumed this function in addition to other duties.

Modules

The World of Employee Relations• The role of the HR practitioner with respect to employee relations• Internal and external factors impacting employee relations• Sources of employee relations issues and concerns• Employee relations programs/strategies in your organization

Organizational Culture• Organizational culture and its connection to employee relations• Strategies to resolve conflicts between personal values and

organizational values• The role of employee relations in addressing discrepancies between

organizational and personal values

Work/Life Balance• The relationship between employee relations and work/life balance • Factors driving the trend toward increased focus on work/life balance

issues on the part of both employees and employers• Implementing work/life balance programs

Competencies and Skills Developed• Identify and analyze factors within the organization—including

behaviors, lack of harmony between organizational and personal values, and others--that may give rise to employee relations issues and concerns

• Assess the impact of organizational culture on employee relations• Identify and implement components of effective ER strategies and

practices

Authoring FacultyMary S. Rudder, Adjunct Instructor

Sponsoring SchoolCornell University’s School of Industrial and Labor

Certificate ApplicationHR: Employee Relations Systems and Processes in HR Human Resources Studies

Start Dates

2007April 4, 18; May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 17, 31; November 14, 28; December 5, 12.


This course covers the relationship between effective communication and coaching and counseling to employee relations. The course uses an interactive case study simulation to address many of the topics.

Participants will examine the ways communication occurs in an organization, communication styles, and techniques for gathering information. The second part of the course explores appropriate uses of coaching and counseling, and also addresses workplace violence, a related topic that must be addressed by HR professionals.

Ideal ForHuman Resources professionals who have responsibility for employee relations in their organizations. Employees who have recently assumed this function in addition to other duties.

Modules:

Communicating to Enhance Employee Relations• Four basic communication styles and the connection between

communication styles and communication problems• Using appropriate communication styles to address employee

relations issues• Effective communication techniques• Methods of information gathering• The relationship between communication practices and employee

relations

Coaching and Counseling for Improved Performance• The steps involved in coaching and counseling• Benefits of coaching and counseling from both an employee’s and

manager’s perspective• Coaching and counseling techniques for specific situations

Competencies and Skills Develope• Utilize effective communication strategies to evaluate and resolve

employee concerns and issues• Utilize effective coaching and counseling techniques and discipline

strategies for improved performance• Discuss measures for preventing violence in the workplace

Authoring FacultyMary S. Rudder, Adjunct Instructor


Certificate ApplicationHR: Employee Relations Human Resources Studies

Start Dates



ILRHR505Organizational Culture and Work/Life BalanceTotal training time: six hours over two weeks $575.00 CAD

ILRHR506 Communicating andCoaching and Counseling for Improved PerformanceTotal training time: six hours over two weeks $575.00 CAD



51

This course covers the application for assessing and implementing a compensation model by considering external factors, analyzing market data, and developing recommendations and implementing changes to an organization’s compensation administration policies. This course contains content suitable for people who want exposure to U.S. based legislation.

Ideal ForCompensation practitioners, as well as HR professionals seeking to broaden their skill sets to incorporate compensation. Those new to compensation looking to maximize the day-to-day impact they can have on their organizations’ compensation-related programs.

Modules:

Conducting an External Assessment• Identifying appropriate comparator groups at the industry and job

levels for establishing competitive pay practices• Market data adjustment methods, including aging and weighting• Comparing external market data with corresponding internal

information for compensation analysis

Recommending Actions• Principles underlying merit and variable performance-based pay plans• Assessing compensation administration policies at the structural, job,

and employee level• Aligning compensation to an organization’s guiding principles and

Human Resources structure• Strategies for implementing compensation policies• Applying an updated compensation program to decisions at the job

and employee level

Competencies and Skills Developed• Identify a model for conducting an effective compensation analysis in

organizations• Conduct a market comparison as part of the compensation analysis• Recommend actions based on the results of the compensation analysis

Authoring FacultyCathy Lee Gibson, Cornell/ILR Extension Faculty, Associate Director Management ProgramsLisa L. Hunter, Adjunct FacultyDeborah Peters, Teaching Associate



PrerequisitesThis course is part of a series of eCornell courses devoted to compensation. If you are unfamiliar with this topic or uncertain of your ability to accomplish this course’s objectives, you may want to complete Applying a Compensation Model: Internal and Legal Considerations (ILRHR507) prior to enrolling in ILRHR508.

Start Dates



This course introduces the concept of Total Compensation and highlights the importance of aligning an organization’s compensation plan to its strategic goals.

The process of conducting an internal compensation analysis is explained, as well as the components of direct and indirect compensation, the most common methods of job evaluation, and the elements of job analysis for compensation. This course contains content suitable for people who want exposure to U.S. based legislation.

Ideal ForCompensation practitioners, as well as HR professionals seeking to broaden their skill sets to incorporate compensation.

Those new to compensation looking to maximize the day-to-day impact they can have on their organizations’ compensation-related programs.

Modules

Compensation: An Element of the Human Resource System• Fundamental concepts and components of total compensation• Conducting an effective compensation analysis in an organization• Tying a compensation model to an organization’s mission and

culture

Internally Consistent Compensation• The role of communication relative to compensation programs • Gathering internal information necessary to perform an internal

compensation analysis at the structural level• Legal considerations surrounding compensation (including issues

related to FLSA, EEO, and ADEA)

Competencies and Skills Developed• Define the fundamental concepts and components of total

compensation• Recognize the value of aligning compensation to an organization’s

mission and culture• Gather internal information necessary to perform an internal

compensation analysis at the structural level• Identify pertinent legal considerations surrounding compensation

issues

Authoring FacultyCathy Lee Gibson, Cornell/ILR Extension Faculty, Associate Director Management ProgramsLisa L. Hunter, Adjunct Faculty Deborah Peters, Teaching Associate



Start Dates



ILRHR508 Expanding the CompensationModel: External and Structural ConsiderationsTotal training time: six hours over two weeks $575.00 CAD

ILRHR507 Applying a CompensationModel: Internal and Legal ConsiderationsTotal training time: six hours over two weeks $575.00 CAD



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This course covers the process of identifying staffing needs, conducting searches, and finding the best candidates. It will introduce a systematic approach that can be applied to most organizations. This course contains content suitable for people who want exposure to U.S. based legislation.

Ideal ForHR professionals responsible for recruiting, screening, hiring, promoting, and outplacing employees. Line managers, supervisors, and team leaders who are involved in the recruiting process or in making promotion and succession decisions.

Modules

Do We Need to Hire?• Identifying the need, and when additional staffing is the best way to

fill that need• Elements of effective job descriptions and job postings• Diversity as a strategic initiative within the organization• Internal and external sources for recruiting new employees• Sources to help diversify your workforce

Whom Are We Going to Hire?• Developing effective selection criteria• Evaluating resumes• Structuring interviews, and developing effective, non-discriminatory

interview questions• Evaluating candidates with respect to the selection criteria you have

established• Addressing challenges associated with multicultural awareness• Achieving diversity in the selection process• Best practices related to giving and checking references• Laws and legal issues surrounding the selection process• The use of testing as a predictor of performance

Competencies and Skills Developed• Describe a systematic approach to selection and staffing issues • Implement and integrate the selection techniques appropriate to

your organization • Evaluate candidates with respect to the selection criteria you have

established.

Authoring FacultyRonald M. Katz, Adjunct Faculty


Certificate ApplicationHR: Selection and Staffing Human Resources Studies

Start Dates



This course covers the issues and best practices related to employee retention, reductions in force, and documenting and reporting on the selection and staffing process. It illustrates a systematic approach that can be applied to most organizations. This course contains content suitable for people who want exposure to U.S. based legislation.

Ideal ForHR professionals responsible for recruiting, screening, hiring, promoting, and outplacing employees.

Line managers, supervisors, and team leaders who are involved in the recruiting process or in making promotion and succession decisions.

ModulesHow Do We Keep Employees?

• Effective orientation as a retention tool• Implementing an effective orientation program• Elements of an effective succession plan• Identifying high-potential employees

What Happens When People Leave?• How and why people leave an organization• Effective and legal strategies for managing a downsizing• The role of HR in managing a workforce reduction• Structuring and conducting an effective exit interview

Reporting and Effectiveness• Reports, tools, and measurements the HR department can use to

demonstrate its value to the organization• Effectiveness versus efficiency• Aligning HR effectiveness measurements with the organization’s

strategic business priorities

Competencies and Skills Developed• Identify effective strategies for retaining valued employees• Implement effective strategies for managing employee departures

and reductions in force• Use reports to measure the effectiveness of the HR department’s

selection and staffing process

Authoring FacultyRonald M. Katz, Adjunct Faculty


Certificate ApplicationHR: Selection and Staffing Systems and Processes in HR Human Resources Studies

PrerequisitesThis course is part of a series of eCornell courses devoted to selection and staffing. If you are unfamiliar with this topic or uncertain of your ability to accomplish this courses’ objectives, you may want to complete Selection and Staffing: The Selection Process (ILRHR509) prior to enrolling in ILRHR510.

Start Dates2007April 4, 18; May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 3, 17, 31; November 14, 28; December 12.


ILRHR509 Selection and Staffing: The Selection ProcessTotal training time: six hours over two weeks $575.00 CAD

ILRHR510 Selection and Staffing: The Staffing ProcessTotal training time: six hours over two weeks $575.00 CAD



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In this course, you will learn the discipline of managing employee performance on a daily basis, as well as how to effectively appraise and assess performance by properly reviewing past goals, establishing future goals, identifying development opportunities, and pinpointing areas for improvement.

This course features an interactive case study that lets you practice the skills you need to support the managers of your organization as they set performance objectives and plan and conduct appraisals for their employees.

Ideal ForHR managers responsible for implementing or maintaining performance management and/or appraisal systems within their organizations.Non-HR business professionals desiring a fast-track introduction to the business human resources function.Line managers wishing to improve their knowledge and skills in managing subordinates.

Modules

The Properties of Performance Objectives• Developing performance objectives• Implementing the objective-setting process• Methods for providing feedback

Appraisal Delivery and Employee Development• Preparing and delivering written appraisal forms• Planning and conducting an effective performance appraisal meeting• The functions and characteristics of development plans• The role of compensation decisions in the employee development

process• The role of promotion decisions and succession planning in the

employee development process• Barriers and resistance to the employee development process• Strategies for securing employee buy-in in the employee

development process

Authoring FacultyCathy Lee Gibson, Cornell/ILR Extension Faculty, Associate Director, Human Resource SeriesRonald M. Katz, Adjunct Faculty


Certificate ApplicationHR: Performance Management Human Resources Studies

PrerequisitesThis course is part of a series of eCornell courses devoted to performance management and appraisal. If you are unfamiliar with this topic or uncertain of your ability to accomplish this courses’ objectives, you may want to complete Assessing, Designing, and Implementing Performance Management Systems (ILRHR511) prior to enrolling in ILRHR512.

Start Dates



Learning how to drive productivity and growth in your organization through effective performance management and appraisals is one of the most challenging responsibilities for HR professionals.

This course explores the elements, purposes, and types of performance appraisal systems. Through an interactive case study, the course covers the assessment and implementation of a performance appraisal system.

Ideal ForHR managers responsible for implementing or maintaining performance management and/or appraisal systems within their organizations.

Non-HR business professionals desiring a fast-track introduction to the business human resources function. Line managers wishing to improve their knowledge and skills in managing subordinates.

Modules

Assessment• The elements of a performance management system• The roles and responsibilities of managing a performance

management system• Comparing and selecting performance appraisal instruments

Design and Implementation• The stakeholders in the design and implementation of a performance

management system• Other factors within the organization that inform the design of a

performance management system• The performance management system design process• Overcoming resistance to changes in the performance management

system• Relationships between performance management and other key

HR systems, such as compensation, job descriptions, training and development, etc.

Competencies and Skills Developed• Identify the elements and describe the purposes of a performance

management system• Identify different types of performance appraisals, and be able to

make assessments regarding the advantages and disadvantages of each as they relate to the mission and goals of an organization

• Outline the process of designing and implementing a performance management system

Authoring FacultyCathy Lee Gibson, Cornell/ILR Extension Faculty, Associate Director, Management StudiesRonald M. Katz, Adjunct Faculty


Certificate ApplicationHR: Performance Management Human Resources Studies

Start Dates



ILRHR512 Achieving Year-RoundPerformance Management and AppraisalTotal training time: six hours over two weeks $575.00 CAD

ILRHR511 Assessing, Designing andImplementing Performance Management SystemsTotal training time: six hours over two weeks $575.00 CAD



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The role of the HR professional is being transformed from that of the guardians or enforcer of an organization’s policies and procedures into that of a strategic business partner. As demands on and expectations of HR professionals change, they must continually develop new skills to add value to the organization. Essential skills of the HR Professional as Business Partner are consulting skills. As an internal consultant, HR professionals act as a proactive advisor providing critical input into the strategic initiatives of the organization and become increasingly involved in the implementation of strategies. As HR professionals take on these additional responsibilities, our role changes and we are able to have a greater impact on the organization.

Ideal ForHuman Resource professionals charged with making Human Resources a strategic partner in their organization and acting as an internal consultant.

Competencies and Skills Developed• Redefine their role as proactive and advisory rather than reactive and

authoritative• Be an effective consultant• Build and maintain credibility with their clients through intimate

knowledge of their organization• Implement the seven stages of the consulting process

Authoring FacultyRobert Prescott, Adjunct FacultySteve Steckler, Adjunct FacultySusan Brecher, Esq., Director Curriculum & Training Design


Certificate ApplicationBusiness Leadership Skills Systems and Processes in HR

Start Dates

2007April 4, 18; May 2, 16, 30; June 13, 27; July 11, 25; August 8, 22; September 5, 19; October 17; November 14; December 12.


This course is based on the research and industry expertise of Patrick M. Wright, Ph.D., Professor and Director of the Center for Advanced Human Resources Studies (CAHRS) at Cornell University. It introduces Dr. Wright’s SELF Model of Human Resources Leadership, a system that defines the leadership and influencing competencies needed to balance the tradeoffs present in the formation of organizational strategy. The SELF Model focuses on HR’s role in guiding strategy development to ensure that it will result in the expected Strategic, Ethical, Legal, and Financial outcomes for an organization. This course also introduces the Human Frailties framework, a tool for managing the interpersonal dynamics at the most senior levels of the organization, required to produce the most positive results.

Ideal ForHR professionals at the senior manager, director, and executive levels. Participants should have completed a Cornell University Certificate in Human Resources or hold a management or leadership position in the HR field.

ModulesHow HR Leads • HR Then and Now

Strategy and the HR Professional • Influencing Strategy Formulation • Decision-making Perspectives • The SELF Model

Managing Strategy Formation • The Human Frailties Framework • The HR Director’s Roles

Competencies and Skills Developed • Articulate HR’s role in the formation of organizational strategy • Evaluate HR’s role in their organization • Apply the SELF model to their organization • Use the Human Frailties Model to identify enablers as well as

opportunism & hubris • Perform a self analysis regarding their role as an HR leader)

Authoring FacultyPatrick M. Wright, Ph.D., Professor and Director, Center for Advanced Human Resources Studies


Certificate Application Strategic Human Resources Management

Start Dates

2007Oct. 17, 31; Nov. 28

2008January 2, 30; February 27; March 26; April 23; May 21; June 18; July 16; August 13; September 10; October 8; November 5; December. 3

ILRHR513 Internal ConsultingSkills for Human Resource ProfessionalsTotal training time: six hours over two weeks $575.00 CAD

ILRHR551 Human Resources LeadershipTotal training time: six hours over two weeks $599 CAD



This course summarizes the evolution of diversity and inclusion management; outlines key management practices for improving performance, contextualizes diversity in terms of current challenges, and provides direct linkages between diversity and the bottom line at the organizational and functional levels.

Dr. Roberson’s model of strategic approaches to diversity and inclusion provides a comprehensive tool kit for strategic diversity management, implementing next generation high-involvement practices, and ensuring stakeholder alignment with strategic objectives.

Ideal ForSenior managers, directors, and executive level HR professionals. This course is also designed for department and division management who can leverage diversity and inclusion to produce improved outcomes. Participants should have completed a Cornell University Certificate in Human Resources or hold a management or leadership position.

ModulesDefining Diversity and Inclusion • Evolution of Diversity Management • A Business Case for Diversity

Diversity and Inclusion Practices I • A Basis for Diversity • Diversity Building Blocks • Devising Diversity Strategy • Stakeholder Management

Diversity and Inclusion Practices II • Diversity in Context • Diversity in Work Groups

Diversity and the Bottom Line • Diversity Framework and Ethics • Effectively Impacting the Bottom Line

Competencies and skills developed • Define the evolution of diversity management • Articulate the economic costs and benefits of strategically managing

diversity • Discuss best practices of diversity and inclusion and their

implementation • Explain the relationship complexity of diverse teams and

organizations • Identify and measure the outcomes of diversity and inclusion

strategies • Discuss the future of diversity and inclusion practices

Authoring FacultyQunietta M. Roberson, Ph.D., Associate Professor


Certificate ApplicationStrategic Human Resources Management

Start Dates

2007December 12

2008January 2, 30; February 27; March 26; April 23; May 21; June 18; July 16; August 13; September 10; October 8; November 5; December 3

This course, based on the research and expertise of Christopher Collins, Ph.D., Associate Professor and Director of Executive Education for Cornell University’s School of Industrial and Labor Relations, develops the skills needed to assess how organizations create value and to align the HR function to execute the organization’s strategy. Participants analyze the Balanced Scorecard approach as a means of vertically aligning the HR system with organizational objectives. They learn how to create a vertical-alignment strategy and use it to improve HR decision-making, people outcomes, processes, customer outcomes, and financial results. And they learn the skills required to plan and assess horizontal alignment of HR systems and practices. Finally, the course discusses best practices related to workforce partitioning, performance variability, value identification, and employee impact.


ModulesValue Creation • Creating Value • Competency

Vertical Alignment of HR • The Balanced Scorecard • Establishing a Need for HR • Horizontal Alignment of HR • What is Horizontal Alignment? • Assessing Horizontal Alignment

Competencies and skills developed • Define value and how organizations create value • Define competency and evaluate how their organization develops

competency • Define the need for vertical alignment of HR in their organization • Apply the balanced scorecard to improve HR decision making • Define and assess the horizontal alignment of HR in their

organization

Authoring FacultyChristopher J. Collins, Ph.D., Associate Professor and Director of Executive Education



Start Dates

2007November 14; December 12

2008January 16; February 13; March 12; April 9; May 7; June 4; July 2, 30; August 27; September 24; October 22; November 19; December 17

ILRHR553 Diversity and Inclusion for Bottom LineTotal training time: six hours over two weeks $599.00 CAD

ILRHR552 Aligning HR Strategy and Organizational StrategyTotal training time: six hours over two weeks $599 CAD



MR leaders have the ability to drive business performance by defining, designing, developing, and delivering competitive advantage through people. A key component of their ability to do so is a solid understanding of the organization’s business drivers and a demonstrable competence in matching human capital to strategic initiatives.

This course focuses on identifying and developing key measures of HR’s impact on business outcomes. It distinguishes between business metrics and HR metrics and relates them in terms of how to measure and communicate HR’s value. Metrics must support the organization’s business model. This course provides models for matching metrics to organizational outcomes and developing business-based metrics, including the use of the balanced scorecard tied to financial, customer, process, and people outcomes. This course also provides frameworks for categorizing and analyzing metrics, according to the business value they measure, analyzing HR metrics, and building a model to link metrics to organizational goals and priorities.


ModulesMetrics for HR Leaders • Meeting Challenges and Making Decisions • Metrics That Support the Business Model

Metrics for Business Literacy • Developing a Strategy Map • Using the Balanced Scorecard

Metrics for Business Value • Categorizing Metrics for Value • Building Your Metrics Model

Competencies and skills developed• Articulate why metrics should be used and which metrics best support

your business model• Develop a strategy map for creating business-based metrics• Use the balanced scorecard to measure financial, customer, process, and

people outcomes• Categorize appropriate metrics for measuring business value• Build a metrics model and design the metrics best suited to your

business model

Authoring FacultyPatrick M. Wright, Ph.D., Professor and Director, Center for Advanced Human Resources Studies


Certificate Application This course can be applied to the following certificate: Strategic Human Resources Management

Start Dates2008February 13, 27; March 26; April 23; May 21; June 18; July 16; August 13; September 10; October 8; November 5; December 3

As the existing “war for talent” intensifies and becomes increasingly global, organizations must develop strong talent-management practices that are tightly aligned with business strategy. Successful organizations build talent-management cultures to take advantage of their human capital. They focus on attracting top talent, identifying and developing future leaders, and retaining the best prospects in the high-potential talent pool.

This course focuses on developing a strategic approach to managing core talent, which begins with the development of an employment brand; a necessary step to attract the best talent to the organization, promote the organization as a preferred employer, and produce superior recruiting out-comes. Organizations must then identify and implement an integrated marketing and communication strategy to build brand awareness. The complexity of managing employee retention and engagement includes understanding the root causes of talent-retention problems. The course identifies practices and solutions for increasing the likelihood of top talent remaining with the organization and becoming its future leaders.

Ideal For HR professionals at the senior manager, director, and executive levels. Participants should have completed a Cornell University Certificate in Human Resources or hold a management or leadership position in the HR field.

ModulesAttracting Talent to the Organization • The role of the employment brand • Creating the employment brand • Identifying an advertising/marketing communication strategy

Retaining Top Talent • Identifying drivers of turnover and retention • Increasing retention by creating employee “embeddedness”

Competencies and skills developed • Articulate the need for an employment brand • Identify how to differentiate their organization as an employer of

choice • Employ best practices for leadership development • Recognize key drivers of turnover and retention • Maximize employee engagement and commitment

Authoring FacultyChristopher J. Collins, Ph.D., Associate Professor and Director of Executive Education



Start Dates

2008January 16, 30; February 13; March 12; April 9; May 7; June 4; July 2, 30; August 27; September 24; October 22; November 19; December 17

ILRHR555 Measuring HR’s impactTotal training time: six hours over two weeks $599 CAD

ILRHR554 Building a Talent-Management CultureTotal training time: six hours over two weeks $599.00 CAD



In this course, participants learn how to design and implement a successful strategy for introducing HPWP into unionized and non-unionized settings that minimizes resistance and gains support of the workforce.

Beginning with a detailed analysis of a real-world case study, participants learn why it makes sense to introduce high-performance work practices systematically into the workplace and why it is essential to involve workers and union officials in the process of redesign as part of a successful collective bargaining process.

Ideal ForManagers at any level and in any industry who wish to create a receptive environment for implementing high-performance work systems. Ideal for human resources and labor leaders, as well as legal staff.

Modules

Implementing High-Performance Work Practices: Where to Begin and How to Involve Workers and Union Officials

• Options regarding scope of change and collaboration with workers and union leaders that are available to managers who are developing a plan to institute high-performance work practices, and the factors managers should consider when evaluating these options

• Analyzing how the various options interact with each other and with the collective bargaining process.

Industrial Relation Issues in Structuring High-Performance Work Practices

• The job design, compensation, and other work-practice options available to managers who are implementing high-performance work practices, and the factors managers should consider in deciding which options to pursue

• Identifying the sources of worker and union resistance to change and implementing strategies to minimize this resistance.

Competencies and Skills Developed• Identify the most advantageous scope of change for their

organization• Anticipate controversial elements in their plan and minimize

resistance• Implement highly effective plans for team organization• Design a compensation plan that ties pay to performance• Develop a HPWP plan appropriate for their company

Authoring FacultyHarry C. Katz, Ph.D., Dean


Certificate ApplicationBusiness Leadership Skills

Start Dates

2007April 4; June 27; September 19; December 12.

2008March 12; June 4; August 27; November 19.

This course is in development. A course description will be available late 2007.

Ideal ForHR professionals at the senior manager, director, and executive levels. Participants should have completed a Cornell University Certificate in Human Resources or hold a management or leadership position in theHR field.

Authoring FacultyPatrick M. Wright, Ph.D., Professor and Director, Center for Advanced Human Resources StudiesChristopher J. Collins, Ph.D., Associate Professor and Director of Executive Education


Certificate ApplicationThis course can be applied to the following certificate: Strategic Human Resources Management

Start Dates2008March 12; April 9; May 7; June 4; July 2; 30: August 27; September 24; October 22; November 19; December 17

ILRSM501 Achieving High-Performance Work PracticesTotal training time: six hours over two weeks $575.00 CAD

ILRHR556 Employee EngagementTotal training time: six hours over two weeks $599 CAD



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Each year the inefficient handling of organizational conflict results in loss of productivity and the expenditure of millions of dollars in costly and lengthy litigation.

In this course, participants analyze case studies illustrating why Alternative Dispute Resolution (ADR) is an effective alternative to costly litigation, and learn how to implement strategies such as arbitration, mediation, facilitation, and other third-party techniques to resolve workplace conflict. Participants also learn how to use ADR to minimize the future risks associated with common workplace disputes.

Ideal ForSenior leadership, mid-level managers, department heads, and human resource, business unit, and other managers working throughout the organization in virtually any industry. It is also indispensable for members of the legal community who advise organizations about employment practices.

Modules

The Right Time for ADR• Why organizations are using ADR and why it’s effective• Social, organizational, and individual influences in organizational

conflict• Risk profiles• Precipitating events

Putting ADR to Work• Third-party techniques and processes• Issues of bias and neutrality• Effective approaches to specific issues• ADR methods available• Costs and benefits associated with ADR methods

Competencies and Skills Developed• Differentiate between types of organizational conflict • Determine which ADR tools, techniques, and processes are

appropriate for their organizations• Use ADR tools, techniques, and processes to resolve disputes in an

organization• Assess the cost benefits and reduce the risks of using ADR methods

Authoring FacultyDavid Lipsky, Ph.D., ProfessorRonald L. Seeber, Ph.D., Professor


Certificate ApplicationBusiness Leadership Skills

Start Dates

2007May 2; July 25; October 17.

2008January 16; April 9; July 2; September 24; December 17.

Today’s organizations operate in global markets where employment issues, regulations, and labor practices vary dramatically among countries and regions of the world. In order for officers and managers in multinational corporations to manage multiple, diverse branches of their business, they must understand workplace diversities and develop strong cross-cultural methods for handling them.

In this course, participants develop a global perspective of the variability and constantly changing labor issues in the regions where they operate. Participants explore international employment systems and examine several multinational case studies that will assist them in developing practical approaches for managing global employment issues and responding to international labor and human rights challenges.

Ideal ForHuman resource and labor leaders, legal staff, and facility, business unit, and other operations managers and directors of U.S.-based multinational corporations who need to manage unionized or non-unionized labor forces abroad.

Modules

Global Employment Issues in Context• Labor relations at home and abroad• Compare and contrast to US systems• Global trends in labor relations and human resources management• Global labor relations and employment issues

Practical Approaches to Global Employment Issues• Global labor rights pressures and challenges• International structure of labor relations and human resources

management• Designing and implementing structures appropriate to multinational

corporations

Competencies and Skills Developed• Manage work forces and labor relations in global settings • Anticipate global labor relations and employment issues • Respond effectively to labor rights pressures and challenges • Design labor relations structures appropriate to multinational

companies.

Authoring FacultyHarry C. Katz, Ph.D., DeanSarosh Kuruvilla, Ph.D., Professor



Start Dates

2007April 18; July 11; October 3.

2008January 2; March 26; June 18; September 10; December 3.

ILRSM503 Alternative Dispute ResolutionTotal training time: six hours over two weeks $575.00 CAD

ILRSM502 Managing Employment Issues in a Global ContextTotal training time: six hours over two weeks $575.00 CAD



59



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Workplace conflict is common in organizations. In order to manage this issue effectively and reduce the loss of productivity and high costs of litigation associated with it, modern organizations are developing specific strategies to identify and manage conflict.

This course uses a fictional case study to teach participants how to design and implement an integrated conflict management system in their organizations and how to evaluate its effectiveness.

Ideal ForSenior leadership, mid-level managers, department heads, and human resource, business unit and other managers working throughout the organization in virtually any industry. It is also indispensable for members of the legal community who advise organizations about employment practices.

Modules

Designing a Conflict Management System (CMS)• The relationship between alternative dispute resolution (ADR) and

conflict management systems• Determining whether an organization is a good candidate for a CMS• Elements of a good CMS design

Implementation and Evaluation of a Conflict Management System• The steps to implementing an integrated CMS • Metrics and methods for evaluating whether a CMS is meeting the

needs of an organization • Addressing evaluation considerations in the development of a conflict

management system

Competencies and Skills Developed• Outline a strategic approach to conflict management• Design and develop an integrated conflict management system• Implement an integrated conflict management system• Evaluate the effectiveness of an integrated conflict management

system

Authoring FacultyDavid Lipsky, Ph.D., ProfessorRonald L. Seeber, Ph.D., Professor



Start Dates

2007May 16; August 8; October 31.

2008January 30; April 23; July 16; October 8.

ILRSM504 Systems andStrategies for Managing Organizational ConflictTotal training time: six hours over two weeks $575.00 CAD

93Percent

of eCornell customers

rate their overall

experience as

good to excellent.




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The first in a two-part series, this program provides a basic understanding of marketing analysis in the hospitality industry as the first step in a process that evolves from the strategic to the tactical. Through case studies and real-life examples, you will gain an understanding of marketing’s role in the organization as a strategic initiative, central to the organization’s ability to identify and satisfy customers.

The program introduces the marketing process continuum, discusses key value drivers for customers in the hospitality industry, and provides hands-on practice in conducting marketing research. You’ll learn how to collect and interpret data, analyze customer behavior, and perform a SWOT analysis. This is the first stage in the development of a marketing plan that defines the organization’s business strategy.

Ideal ForHospitality professionals who seek a better understanding of the elements of strategic marketing and the role it plays in making their operations more competitive.

Modules:

• Introduction to Marketing—identify the fundamental aspects of modern marketing

• Applications of Marketing Principles—define the relationship between customer value and marketing

• Conducting Market Research—conduct an environmental analysis to develop an effective marketing strategy for an organization

Competencies and Skills Developed• Define the primary role of marketing in an organization• Define the concept of exchange and the marketing concept• Define the four fundamental truths of marketing• Define the terms strategy, strategic window, value, and the key

characteristics of services• Define the “servuction” model• Define marketing research and the six steps of the marketing

research process• Define market segmentation and its basic criteria• Apply a SWOT analysis to their own organizations

Authoring FacultyJudy A. Siguaw, D.B.A., Dean

Sponsoring School Cornell University’s School of Hotel Administration

Certificate Application Master Certificate in the Essentials of Hospitality Management Master Certificate in Foodservice Management Certificate in Hospitality Marketing

Start Dates

2007April 18; May 16; June 13; July 11; August 8; September 5; October 3, 31; November 28;

2008January 2, 30; February 27; March 26; April 23; May 21; June 18; July 16; August 13; September 10; October 8; November 5; December 3

Do you manage time well? Do time-robbers inhibit your productivity? How can you prioritize tasks? Delegate more effectively? How do you reduce your personal stress and that of your employees? This program helps you manage time and stress and implement strategies to increase productivity. You’ll learn how to analyze your work habits and activities. How to gain control over time-management situations? How to reduce your personal stress, and how to counsel “stressed-out” employees?

This program teaches you how to set priorities and take control of events, so events don’t control you. You’ll learn how to transform your priorities into concrete and measurable goal statements. You’ll learn how to distinguish between urgent and important crises. How to diagnose stress in employees and how to offer employees effective counseling?

Ideal ForHospitality professionals who lead or manage teams of people and seek to enhance productivity and effectiveness for themselves and their employees; anyone wishing to enhance their skills in time and stress management.

Modules

• Strategies for solving time-management problems • Identifying and managing personal stress• Signs and symptoms of employee problems• Appropriate and effective counseling strategies

Competencies and Skills Developed• Implement effective strategies to solve time management problems

that you control• Implement effective strategies to solve time management problems

with others• Diagnose stress-related symptoms• Implement strategies to treat stress-related symptoms• Identify the signs and symptoms of employee problems that require

counseling• Implement appropriate and effective counseling strategies• Identify the point at which it is time to refer the employee to

professional help

Authoring FacultyJudi W. Brownell, Ph.D., ProfessorFlorence Berger, Ph.D., Professor Emeritus


Certificate ApplicationMaster Certificate in the Essentials of Hospitality Management Master Certificate in Foodservice Management

Start Dates

2007April 18; May 16; June 13; July 11; August 8; September 5; October 3, 31; November 28


SHA02 Marketing Analysis in the Hospitality IndustryTotal training time: fifteen hours over four weeks $1,145.00 CAD

SHA01 Managing People More EffectivelyTotal training time: fifteen hours over four weeks $1,145.00 CAD



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This program will teach you relevant accounting terms and concepts as they apply in the hospitality industry, including the Uniform System of Accounts.

Ideal ForHospitality professionals who seek a basic understanding of financial accounting principles and concepts enabling them to communicate financial information within their organization.

This program will also help professionals to enhance their current job performance or to prepare them for advancement.

ModulesPrinciples of Identity

• An introduction to the accounting principles that define the identity of a business

• Introduction to the fundamental accounting formula and the basics of reporting transactions

• Introduction to the issues of productivity, risk, and how to classify contributors

Principles of Operation• The accounting principles that regulate the operation of a business• Prepaid and accrued expenses, depreciation, amortization, and

inventory• Recognizing revenue and expenses and matching them to accounting

periods• How to prepare an income statement and how it relates to the

balance sheet

Principles of Reporting• How to report financial events and handle additional types of

transactions• Introduction to the concepts of cash flow and bad debt• How to prepare a cash flow statement and how it relates to the

balance sheet

Competencies and Skills Developed• Gather, understand, and share financial data within their

organizations• Understand the basic principles, transactions and concepts that form

the foundation of an accounting system• Relate financial transactions in terms of the appropriate • Uniform System of Accounts categories• Understand what income statements, balance sheets, and cash flow

statements reveal, and how they relate to each other• Utilize accounting reports to communicate the financial performance

of a business


Authoring FacultyRobert M. Chase, Professor Emeritus

Certificate ApplicationMaster Certificate in the Essentials of Hospitality Management Master Certificate in Foodservice Management Authoring Faculty

Start Dates2007April 4; May 2, 30; June 27; July 25; August 22; September 19; October 17; November 14; December 12.


Teamwork gets tasks done. But what is a team? How does it function? What are the dynamics of a team? What does it take to be an effective team leader? This course teaches you the characteristics of a well-functioning team and techniques for effective group decision-making. You’ll learn how to develop and adapt your own leadership style, how to set effective team goals, and how to implement strategies to secure the commitment of team members.

This course will provide you with proven techniques to help you and your team reach peak performance. You’ll learn ways to engage, involve, and motivate team members so they work better as a group and accept higher levels of responsibility. You’ll learn the dynamics of group decision making and how to evaluate your team’s performance.

Ideal ForHospitality professionals who lead or manage teams of people, or aspire to, and seek to enhance team functioning and decision making to improve overall productivity.

Modules

• Understanding teams• Effective team leadership• Facilitating group decisions• Effective problem solving

Competencies and Skills Developed• Explain the principles of group dynamics and development• Describe the dimensions of team member behavior• Assess how effectively a team functions• Apply the techniques of team decision making• Facilitate the effective participation of team members in problem

solving discussions• Apply the principles of team problem solving• Apply the principles of effective meeting preparation and

management• Manage meeting participation for high quality outcomes

Authoring FacultyJudi W. Brownell, Ph.D., ProfessorFlorence Berger, Ph.D., Professor Emeritus


Certificate ApplicationMaster Certificate in the Essentials of Hospitality Management

Start Dates



SHA03 Principles of Financial Accounting in the Hospitality IndustryTotal training time: fifteen hours over four weeks $1,145.00 CAD

SHA04 Managing Dynamic TeamsTotal training time: fifteen hours over four weeks $1,145.00 CAD



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This course covers the essentials of managerial accounting and information reporting. By learning how to interpret and apply financial information, you will achieve better operational forecasting and organizational performance.

This course teaches you how financial reports measure business performance. It will help you understand how various operating tactics support your business strategy. After completing the program, you will understand the process of operational planning and cost-volume-profit analysis.

Ideal ForHospitality professionals who seek an understanding of managerial accounting to make informed decisions that can enhance their current job performance, better solve organizational problems, or prepare them for advancement.

Modules:

Fixed and Variable Costs• Classifying fixed and variable costs• Analyzing cost behaviors• Understanding revenue per available room (RevPAR)

Cost-Volume-Profit Analysis• Setting profit goals• Plotting and interpreting the CVP graph• Comparing profits• Projecting profits

Variance Analysis• Assessing profit projections• Internal and external factors affecting profit

Comparative Analyses• Internal and external comparative analyses• Accounting metrics

Competencies and Skills Developed• Categorize costs into “fixed,” “mixed,” and “variable”• Analyze cost behavior by using the appropriate accounting metrics• Calculate desired profitability by using the appropriate accounting

metrics• Conduct a Cost-Volume-Profit (CVP) analysis to compare and project

profits• Conduct a variance analysis to compare projected and actual profits• Perform internal and external comparative analyses using the

appropriate accounting metrics

Authoring FacultyRobert M. Chase, Professor Emeritus


Certificate ApplicationMaster Certificate in the Essentials of Hospitality Management

Start Dates



This is the second course in a two-part series. This course teaches you how to design, develop, implement, and evaluate a comprehensive marketing plan. Through a program-long case study and numerous necdotalexamples, you will learn how to identify a target market and develop a marketing mix (involving product, price, promotion, and place) specific to that market and its particular needs. You’ll investigate advertising, direct mail, public relations, and sales promotion strategies designed to reach and retain your target customers and increase your market share.

Segmenting markets and targeting customers is becoming increasingly vital to success in the hospitality industry. This course will help you determine market positioning and create an appropriate marketing plan. Make better decisions about marketing issues from pricing and advertising to menu design and guest-frequency series.

Ideal ForHospitality professionals who seek a better understanding of the elements of tactical marketing and the role it plays in making their operations more competitive.

Modules

• Selecting a Target Market and Target Marketing Strategy• Tailoring the Product or Service to Customer Needs• Tailoring the Price to the Income Level of the Target Market• Tailoring Place to the Target Market• Tailoring Promotion to the Demographic Characteristics of the

Target Market

Competencies and Skills Developed• Identify a target market for a product or service• Determine a strategic position within a target market• Design and implement an overall marketing mix for the target

market

Authoring FacultyJudy A. Siguaw, D.B.A., Dean


Certificate ApplicationMaster Certificate in the Essentials of Hospitality Management Master Certificate in Foodservice Management Certificate in Hospitality Marketing

Start Dates

2007April 18; May 16; June 13; July 11; August 8; September 5; October 3, 31; November 28


SHA06 Managerial Accounting in ActionTotal training time: fifteen hours over four weeks $1,145.00 CAD

SHA05Marketing Planning in the Hospitality IndustryTotal training time: fifteen hours over four weeks $1,145.00 CAD



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Learn the key elements to successful foodservice operations in hotels, restaurants, and other outlets. You will learn about the current issues and challenges affecting foodservice operations. You will be able to identify strategies for managing trends and fads, and identify strategies for influencing customer value perception.

The course will enable you to distinguish the different phases of a restaurant life cycle. You will also learn how to leverage the systems approach to maximizing the profits of your foodservice operations.

Ideal ForFoodservice professionals from hotels, chain and independent restaurants, and other hospitality outlets looking to increase profits and advance their careers.

ModulesMeeting the Challenges in the Foodservice Industry

• Why restaurants fail• A systems approach• Why restaurants succeed• Issues and challenges of foodservice operations• Managing trends and fads

Marketing System• Marketing research• Concept development and the market• Influencing customer value perception• Monitoring the life cycle of a restaurant

Service and Human Resources Systems• The function and components of various service systems• A quick look at reservations• Managing the customer experience• Function and components of a Human Resources system• The staffing subsystem• The scheduling subsystem

Competencies and Skills Developed• Determine the factors that drive a restaurant toward success or

failure• Discuss current issues and challenges affecting foodservice

operations• Identify strategies for managing trends and fads• Use market research to assess your market and to develop a

successful restaurant concept• Identify strategies for influencing customer value perception• Distinguish the different phases of a restaurant life cycle• Identify the function and components of a service system and a

human resources system

Authoring FacultyStephen A. Mutkoski Ph.D., Professor


Certificate ApplicationMaster Certificate in Foodservice Management Certificate in Foodservice Management

Start Dates2007April 18; May 16; June 13; July 11; August 8; September 5; October 3, 31; November 28


In this program you will learn to identify the function and components of several foodservice systems, and to assess their effectiveness. Areas covered include menu-planning and menu-pricing systems, where you will have the opportunity to evaluate menu layout, design, and current menu trends, and how to match your menu pricing strategy to specific objectives.


ModulesMenu Planning Systems

• Overview of foodservice systems• Menu planning and menu design• Pricing strategies

Purchasing, Receiving, Storage, and Production Systems• Purchasing system: functions and specifications• Purchasing system: buying methods and selection of suppliers• Receiving system• Storage and issuing system• Production system

Control and Management Systems• Control system• Management system• Leasing vs. operating• Management tools for financial analysis

Marketing and Merchandising Systems• Functions of the marketing system• Designing promotional strategies• Checklist for effective advertising• Advertising strategies• Competitive analysis

Competencies and Skills Developed Identify the function and components, and assess the effectiveness of the

following:• Menu planning system• Purchasing system• Receiving system• Storage system• Production system• Control system• Management system• Marketing and merchandising strategies for a restaurant

Authoring FacultyStephen A. Mutkoski, Ph.D., Professor



Start Dates2007April 18; May 16; June 13; July 11; August 8; September 5; October 3, 31; November 28


SHA07Foodservice Management Systems: Issues and ConceptsTotal training time: fifteen hours over four weeks $1,145.00 CAD

SHA08Foodservice Management Systems: OperationsTotal training time: fifteen hours over four weeks $1,145.00 CAD



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Course participants will learn to develop detailed recommendations for improving revenue using restaurant revenue management. You will analyze the potential return on investment associated with implementing restaurant revenue management strategies, as well as how to measure the improvement associated with implementation of those strategies.


Modules

The Revenue Management Approach for Restaurants• Five steps in restaurant revenue management• Hot/Warm/Cold approach to revenue management• Using RevPASH or seat occupancy to identify hot, warm, and cold

periods

Developing a Strategy: Duration and Occupancy• Managing arrivals• Table mix• Managing meal duration

Developing a Pricing Strategy• Scenarios in which price can and cannot be varied• Strategies to make price more variable and to effectively implement

variable pricing• Menu engineering• Choosing the right pricing strategy and setting the right price

Implementing a Strategy• Understanding and monitoring the financial impact of a chosen

revenue management strategy• Estimating the payback period• Implementation issues related to staffing, management, and training• Measuring results

Competencies and Skills Developed• Develop detailed recommendations for improving revenue using

restaurant revenue management• Implement and discuss the effectiveness of strategies to increase hot

revenue• Analyze the potential return on investment associated with

implementing restaurant revenue management strategies• Measure the improvement associated with implementation of

strategies developed using restaurant revenue management

Authoring FacultySheryl E. Kimes, Ph.D., Professor



Start Dates

2007April 4; May 2, 30; June 27; July 25; August 22; September 19; October 17; November 14, December 12


This course examines the restaurant revenue management theory of achieving maximum profits in food and beverage operations and applies necessary metrics and analysis tools to establish a revenue management baseline.

Ideal ForFoodservice and hospitality professionals looking to improve their understanding of foodservice and restaurant revenue management.

Modules

Introduction to Restaurant Revenue Management• Instruments for restaurants to measure the success or failure of

revenue management• What is restaurant revenue management?• Implementing restaurant revenue management• Revenue per available seat-hour (RevPASH)

Developing the Baseline: Analyzing Duration• Using time study to identify the source of duration problems• Calculating RevPASH• Managerial uses of RevPASH

Analyzing Occupancy• Demand patterns• Arrival patterns• Calculating occupancy rates• Developing load charts

Understanding the Causes• The service blueprint• Fishbone diagrams• Bottleneck analysis

Competencies and Skills Developed• Describe the benefits of restaurant revenue management • Analyze data relating to operations, revenue, and sales to develop a

baseline understanding of the following factors as they relate to a particular restaurant:

- Demand patterns: party mix, arrival patterns, constrained vs. unconstrained demand

-Duration: how long does it take people to congregate? -Table and seat occupancy




Start Dates

2007April 4; May 2, 30; June 27; July 25; August 22; September 19; October 17; November 14, December 12


SHA10 Developing and Implementinga Strategy for Restaurant Revenue ManagementTotal training time: fifteen hours over four weeks $1,145.00 CAD

SHA09 Developing a Baselinefor Restaurant Revenue ManagementTotal training time: fifteen hours over four weeks $1,145.00 CAD



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Making effective business decisions requires gathering and analyzing data. In the hospitality industry we have access to significant amounts of data about customers, buying patterns, pricing, occupancy rates, etc. With a solid understanding of basic statistical analysis, a manager can begin to make sense of all these numbers and extract meaningful business information. A critical first step in many analyses is using surveys to gather data, and this course provides a step-by-step approach to creating and using surveys in your organization.

This course also uses hospitality scenarios and hands-on exercises and labs to provide you with the skills needed to gather, describe, and analyze data.

Ideal ForManagers and individuals at any level who need to analyze data for their organization--especially those responsible for project and business planning, market research, revenue management, or designing customer or employee satisfaction surveys.

We strongly recommend this course to those who have completed or plan to complete eCornell courses in scenario planning, hospitality marketing, or restaurant revenue management.

Modules

Describing and Analyzing Data• Hospitable Statistics• Graphing• Mean, Median, and Other Measures• The Normal Distribution

Gathering Data• Sourcing Data• Designing Surveys

Competencies and Skills Developed• Discuss applications of statistics in the hospitality industry• List common ways in which statistics can be misused to distort or

misrepresent data• Apply the appropriate graph for a given data set• Calculate, define, and apply descriptive statistics including median,

mean, and standard deviation• Use Excel’s display and analysis tools for graphs, PivotTables,

descriptive statistics, and optimal problem solutions• Describe the normal distribution• Describe and select appropriate methods of gathering data• Choose appropriate survey methods



Certificate ApplicationCertificate in Hospitality Marketing

Start Dates

2007May 16; July 11; September 5; October 31.


Being able to discern meaningful and statistically significant trends in your organization’s data will allow you to make more effective decisions. For example, do your company’s sales correlate with the age or income level of the buyer? How might the answer affect your marketing and promotion plan and budget?

This course presents several hospitality scenarios designed to help you answer these questions. You will learn about correlation, regression, and probability - tools that will help you predict future behavior based on existing data. The course includes several hands-on activities and labs to reinforce the key concepts.

Ideal ForManagers and individuals at any level who need to analyze data for their organization- -especially those responsible for project and business planning, market research, revenue management, or designing customer or employee satisfaction surveys.

We strongly recommend this course to those who have completed or plan to complete eCornell courses in scenario planning, hospitality marketing, and restaurant revenue management.

Modules

Relating Data - Correlation and Regression• Correlation• Regression

Using Data - Probability and Significance• Calculating Probability• Determining Significance

Competencies and Skills Developed• Calculate and define correlation and regression• Calculate the probability of a given event occurring• Determine if the results of a data analysis are statistically significant



Certificate ApplicationCertificate in Hospitality Marketing

Start Dates



HAME515Data Gathering Analysis in the Hospitality IndustryTotal training time: six hours over two weeks $575.00 CAD

HAME516Statistical Decision Making for Hospitality ManagersTotal training time: six hours over two weeks $575.00 CAD



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All successful revenue management strategies are based on the ability to forecast demand accurately and control room availability and length of stay. This course explores the role of the forecast in a comprehensive revenue management strategy, including the selection of the best type of forecast and the impact of forecasting on other functions such as labor scheduling and purchasing. It presents a step-by-step approach to the mechanics of creating an accurate forecast. Participants learn how to build booking curves; account for “pick-up”; segment demand by market, group, and channel; and calculate error and account for its impact.

The course also explores the impact of availability controls, including length-of-stay management, on revenue management and how they can be leveraged.

Participants use Microsoft Excel to practice forecasting and availability control techniques.

Ideal ForHospitality managers, general managers, revenue managers, and other hospitality professionals responsible for the financial performance of their organization.

Competencies and Skill Development

• Explain the role of forecasting in hotel revenue management • Create a forecast and measure its accuracy• Apply length-of-stay controls to their hotel• Manage availability and make rate recommendations based on

demand patterns



Certificate ApplicationCertificate in Hotel Revenue Management

Start Dates

2007May 2, 30; June 27; July 25; August 22; September 19; October 17; November 14; December 12.


Implementing a revenue management strategy can be one of the most important revenue-generating initiatives available to a hotel, significantly increasing room revenue and profits. This course provides an overview of revenue management applications to the hotel industry designed to inspire a strategic shift to managing revenue per available room (RevPAR).

Revenue management is a systematic process designed to increase revenue by selling the right room to the right person at the right time for the right price. In addition to evaluating different pricing models and applying duration management strategies, this course provides a foundation for more advanced revenue management courses in forecasting, group management and overbooking, pricing strategy, and application of revenue management techniques to other hospitality-related industries including spas and athletic facilities.


Competencies and Skills Developed• Describe hotel revenue management and its benefits to the

organization• Discuss the strategic levers of hotel revenue management and how

they can be manipulated to increase revenue• Describe hotel revenue management in terms of its component parts

and critical considerations• Recommend non-traditional ways in which revenue management

techniques can be applied to increase revenue in the hospitality industry




Start Dates

2007April 18; May 16; June 13; July 11; August 8; September 5; October 3, 31; November 28, December 5.


SHA532 Forecasting andAvailability Controls in Hotel Revenue ManagementTotal training time: six hours over two weeks $575.00 CAD

SHA531Introduction to Hotel Revenue ManagementTotal training time: six hours over two weeks $575.00 CAD



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Pricing is one of the most powerful tools a hotel can use to increase revenue. This course teaches you how to set the right prices, develop rate fences (differentiate prices by customer type), and use multiple distribution channels to manage price more effectively. You’ll learn about the impact of variable pricing and discounting on revenue management in the context of price elasticity, optimal price mix, perceived fairness, and congruence with positioning and sales strategies.

Channel management is an essential tool for controlling differentiated pricing, maintaining rate fences, and increasing revenue. You’ll explore various approaches to managing distribution channels including direct sales, agencies, the Internet, and opaque pricing channels.

Finally, discussions of best practices and industry case studies help you extend and contextualize your learning experience.

Participants use Microsoft Excel to practice pricing and distribution-channel-management techniques.


Competencies and Skills Developed• Use variable pricing strategies to increase revenue• Develop effective rate fences• Manage prices using distribution channels




Start Dates

2007June 13; July 11; August 8; September 5; October 3, 31; November 28.


Businesses that accept reservations must cope with the problem of no-shows: customers who make a reservation but fail to honor it. Hotels can protect themselves from the revenue-losing no-shows and generate increased revenue by overbooking. This course teaches you how to strategically overbook and how to manage issues associated with overbooking, as well as how to evaluate groups and determine which rates to charge.

This course explores the components of a successful overbooking strategy including no-show forecasting, no-show rates, arrival uncertainty, pricing policies, and cancellation forecasts. It explores the risks of overbooking and presents strategies to minimize costs and mitigate customer impact.

To fully realize your property’s revenue potential, you must be able to manage group reservations. This course teaches you how to create a group forecast and explores yieldable and non-yieldable business and incremental group costs and revenue opportunities. It introduces models to calculate displacement costs and contribution margins to determine which groups are most profitable.

Participants use Microsoft Excel to practice overbooking and group-management techniques.


Competencies and Skills Developed• Develop an overbooking approach• Manage issues associated with overbooking• Evaluate groups• Determine appropriate group rates




Start Dates

2007July 25; August 22; September 19; October 17; November 14; December 12.


SHA533 Pricing andDistribution Strategy in Hotel Revenue ManagementTotal training time: six hours over two weeks $575.00 CAD

SHA534Overbooking Practices in Hotel Revenue ManagementTotal training time: six hours over two weeks $575.00 CAD



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Revenue management can be applied to any industry with relatively fixed capacity, time-variable demand, and perishable inventory. This course teaches you how to apply revenue management concepts and practices to hospitality- related industries such as restaurants, meeting spaces, spas, and golf facilities. You’ll learn a step-by-step process to develop, implement, and monitor a revenue management strategy to maximize top-line revenue.


Competencies and Skills Developed• Refine the practice of revenue management to include other aspects

of the hotel industry• Extend the practice of revenue management to other industries• Lead a revenue management effort, from gathering baseline data to

monitoring results post-implementation




Start Dates

2007August 8; September 5; October 3, 31; November 28.


SHA535Non-TraditionalApplications of Hotel Revenue ManagementTotal training time: six hours over two weeks $575.00 CAD

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